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Transformation intoStrategic Human Resources

Aiming High

Quarterly Magazine of Consolidated Contractors Company

1st Quarter 2013 Issue 105

U.A.E.

Abu Dhabi

Habshan 5 Project

C C CBulletin Issue 105 | 1st Quarter 2013 Bulletin Issue 105 | 1st Quarter 2013

Cont

entsFrom the Desk of... 3 Suheil H. Sabbagh

Recent Awards 4

Quality Management 6 Training and Development M. Soufyan

Feature 10 iRecruit G. Oueijan

12 iRecruit Essence: Proactive Recruitment A. Boualwan

15 It’s Time for Change S. Shawwa

16 Manpower Planning and Resourcing S. Baki

17 Recruiters’ Testimonials Recruiters

18 The Recruitment Business has Changed

Recruitment and the Social Media

The On-Line Recruitment Process

New Horizons in Recruitment

B. Mikhael

M. Kawash

O. Obeid

S. Koutsouflakis

19 Overview of the CCC Talent Management Strategy S. Shawa

20 The Difference Our Leadership Training Programme Has Made R. ElHaj

21 Overview of the Technical & Project Management Training at CCC M. Shami

24 Training & Development Programmes N. Hage / R. Khoury

27 Vocational Training Centre, Saudi Arabia

Oman’s Vocational Training Centre (VTC)

A. Kaissi

G. Rayya

Area News 28 Nigeria: CCC in the Delta State B. Kawash

29 Australia: CCC in Australia Samer Khoury

30 Greece: Greece-Lebanon Business Council Meeting Bulletin Editors

32 Oman: Lessons Learned Meeting G. Haddad

33 Oman: CCED Gets Extension of Operations Bulletin Editors

Corporate Social Responsibility 34 CSR News Report T. Awad

38 Australian Biosecurity Award Z. Ghantous

39 The Hassib Sabbagh Acadeny J. Doumani / A. Sabbagh

Milestones 40 Announcements

C C C Bulletin Issue 105 | 1st Quarter 2013 Bulletin Issue 105 | 1st Quarter 2013

3C C CBulletin Issue 105 | 1st Quarter 2013 Bulletin Issue 105 | 1st Quarter 2013

From

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President, Group Human ResourcesSuHeil H. SAbbAGH

It gives me great pleasure to announce our progress in two critical areas of HR functions: Recruitment and Automation, and Career Development programmes for CCC staff.

Recruitment has always been at the heart of our organization because it is directly connected with the most valuable asset of CCC: people. The recent changes in market conditions, the shortage of talent and qualified staff, the lack of proper training along with the revolution in social media has forced us to revisit our methods and to take a different approach to talent acquisition.

In doing so, many options were available but the solution ultimately came from within our own organization. Thus I am very pleased to introduce to you our new innovative in-house tailored HR social recruitment solution known as iRecruit. HR Recruitment and ISD managed to work together to develop a top class solution designed specifically to suit the geographic diversity and magnitude of CCC operations. The solution is a powerhouse of automated, integrated and collaborative technological tools reflecting the best practices utilized in the market. Certainly it should improve both speed and quality of talent acquisition, while simultaneously equipping our recruiters with a strong tool to control the hiring process. It will shift and leverage recruitment in CCC to its next level.

I am equally proud to say that since the expansion of the Training & Career Development Department several years ago, we have moved from strength to strength, expanding, developing and achieving in-depth specializations in several fields. To name but a few areas of development, we have made significant progress in our broader talent management strategies and goals, we have been pushing as well the provision of multi-disciplinary training programmes ranging from soft-skilled, leadership, technical and managerial training. We have launched the High Fliers Programme, we have fine-tuned our Career Management Programme and we have continued to improve graduate development. We also continued to increase the number of seminars and training courses available to all CCC employees.

We will continue to make our very best efforts to make sure every member of the CCC family has the opportunity to be trained, to develop and to succeed. We hope that together we will make working in CCC as much about personal career success as well as companywide achievement.

Well done, teams, and thank you.


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Presidential Palace Project, Interior Design & Fit-Out Package

UAEThe project comprises the provision, supply and installation of interior design, fit out, fixtures and equipment,

landscape works, including hard finishes, furniture and fabric, tableware and linen, signage and way finding, chandeliers and decorative lighting, interior structure steel and miscellaneous items.

The client is the Ministry of Presidential Affairs (MOPA).

The contract was awarded on 5 March 2013.

The project will start during the second quarter of 2013 and will take 18 months from the start date.

DEWA 10 MW Solar Power PlantUAE

The project is in awarded in two separate packages: the initial package “Move-On” which is the mobilization for the offices

and site facilities for the Main EPC Contractor First Solar for the 10 MW Solar Power Plant.

The second package consists of fencing, site preparation for the permanent works and structural support for the PV Solar Modular Panels.

The client is First Solar U.S.A.

The contract was awarded on 29 January 2013.

The project start date was 6 February 2013 and will last five months ending 1 July 2013.

Hassayan Digs Pipeline ProjectUAE

The project is to carry out the residual engineering, procurement (except client free issue materials), construction,

precommissioning and commissioning of one 38.7 km, 48” gas pipeline from the gas control station (GCS) in Jebel Ali to DEWA Hassayan Power Station plot (HAPS) including all related scrapper traps (launcher and receiver) and all associated piping such as BVS (pipeline). The scope includes two L/R stations, block valve stations and tie-in to the existing facilities.

Pipeline quantity and material: natural gas pipeline, buried, 48”, API 5L X65 SAW, sour service, 23.8mm thick, 38.7km, 66.2 Barg design pressure, SFBE / DFBE coated.

The client is Dubai Supply Authority (DUSUP) and the consultant is Tebodin.


The project start date was 2 January 2013 for a duration of about 15 months ending on 23 March 2014.

New Port Project, Container Terminal Infrastructure and Utility Buildings, DohaQatar

The project comprises the construction of Container Terminal-1 and the internal and external port roads network

including all services including pump stations for potable and firefighting water supply, foul water collection and treatment system, treated effluent (irrigation) system, two sewage treatment plant electrical substations, telecommunications and associated networks. In addition, nine buildings will be executed EPC.

The client is New Port Project Steering Committee (NPPSC).


The project start date was 6 March 2013 for a duration of about 36 months ending on 14 March 2016.

Palestine Monetary Authority (PMA) Headquarters Building ProjectPalestine

The project covers the construction, completion, testing, commissioning, maintenance, remedying of defects and

handing over of the Palestine Monetary Authority Headquarters (Central Bank). The building comprises the following: four basements, the ground floor, four floors and a roof floor with a total built up area of 22,646m2.

The client is the Palestine Monetary Authority (PMA), the engineer is Khatib & Alami, and the owner’s representative is Universal Group.

The contract was awarded on 23 December 2012.

The project start date was 20 February 2013 for a duration of 24 months ending on 20 February 2015.


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Multipurpose Hall at Lusail Sports Club - Super Structure & Facade (Package 2)Qatar

The project comprises the construction of super structure concrete, facade, architectural and finishing works, all

related MEP works full interior fit outs and external works.

The client is Qatar Olympic Committee (QOC).

The project (Package 2) was awarded on 28 January 2013 as an addition to the ongoing Package 1.

The completion date is 28 November 2014.

Permanent Raw Water PipelineMauritania

The project is EPC for a 42” x 8.52mm thick externally 3LPE coated and internally cement lined carbon steel

pipeline, 159km long, with a pumping station including three seawater pumps, four serge vessels and a 2000m3 GRE tank, as well as a power plant (2+1 generators) of 3.4MW and a tank farm with an HFO steel tank of 600m3 and an LFO steel tank of 50m3.

The client is Tasiast Mauritanie Ltd. S.A. (TMLSA)/Kinross and the consultant is Hatch Engineering.

The project was awarded on 25 January 2013.

The project start dates are: engineering - 5 February 2013, procurement - April 2013 and construction - July 2013. The planned completion date is 24 April 2015.

Multipurpose Real Property Complex in Staoueli Forum El Djazair Zones 2, 3 and 4Algeria

The project is to construct a shopping mall, three office buildings and 15 villas. The overall built up area is around

90,000m2.

The client is Société Algéro-Emiratie de Promotion Immobilière, the Project Manager is Hill International and the consultants are CTC (local surveillance governmental authority) and another consultant that will be appointed by the client.

The project was awarded on 7 June 2012.

The project start date was 1 February 2013 for a duration of 26 months ending on 31 March 2015.

Dualization of Ughelli-Asaba Road (Sector A)Nigeria

The project comprises the dualization of 39km of expressway and a spur road of 4km, the construction of a new

carriageway 7.3m wide and overlay of existing carriageway, backfilling with sand and laterite, New Jersey barriers, open drains in urban areas, culverts, U-turns, kerbstone, road marking, and so on.

The client is the Directorate of Special Infrastructure, the Governor’s Office.

The project was awarded on 15 February 2013.

The project start is 15 February 2013 for a duration of 24 months ending on 14 February 2015.

Osubi Airport, Delta StateNigeria

The project comprises the construction of a new 4km runway and support facilities (phase I of new Apron,

generator house and fuel tank farm, control tower with ATC consoles, fire force station), perimeter fence, gate house, internal roads, car parks, Airforce Apron, hangar and taxiway at the Osubi Airport in Okpe Local Government Area.

The client is the Delta State Government of Nigeria, Special Project Director, Government House.

The project was awarded on 12 February 2013

The project start is 12 February 2013 for a duration of 24 months ending on 11 February 2015.


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M. SouFyAN

IntroductionTraining and development are among the most important aspects of our construction business. The construction business relies on the growth of new talent that gains experience through a process of training. Therefore, it is essential for construction companies to provide the best training and development programmes for all staff.

Education provides the foundation for further understanding of complex construction work. Many engineers at the end of their university study have doubts about their ability to provide engineering solutions for complex situations. This is quite normal: graduate engineers lack the confidence provided by various specific types of training including on-the-job training.

Assessment of Training NeedsAssessment of training needs is required at the organizational level and also at project level. Each type of training is different in its application but similar in its approach. The steps associated with assessment of training needs are shown in Chart 01.

Step 1The organization should identify goals and objectives at all levels of the organization. What does the organization want to achieve?

We need to realize that goals are general in nature and intangible, while objectives are precise, tangible and can be measured. Goals and objectives could be short or long term. In relation to training, our immediate concern is the short term goals and objectives; however, we should never forget the long term ones: they are the ones providing sustainability and the future growth of the organization. Therefore, the long term goals and objectives should also be considered when identifying training needs for long term purpose.

Step 2The scope of work helps the organization to be more specific in identifying the skills and competence required to complete a project. In the construction business, most of the engineering disciplines are required to cover all phases of the project. However, skills and competence are different for each function and also related to responsibility and authority of each function.

The scope of work is very important in the process. For example, an organization in the Middle East expanded its business to build power plants. To their mind a power plant produces electricity; therefore they concentrated in the recruitment process on electrical engineers. It took them several years to understand that the main players in building power plants are mechanical engineers even though all other disciplines are also required. The major equipment and installations in the power plant are mechanical; electrical engineers had serious problems in understanding and pricing the mechanical installations.

Step 3At this stage, in the case of a project, an organization chart should have been established and personnel already assigned to their functions. Project management should evaluate the skills and competency of the existing personnel and based on this evaluation, determine the training needs. This process should be carried out by each department and the output consolidated by human resources.

Step 4Project management has to conduct a detailed study of the scope of work identifying the complexity in each discipline and process; they should have in hand complete information about their employees’ background and

Goals &Objectives

Skills &Competence

Required

CurrentSkills &

Competence

TrainingNeeds

Company &IndividualTraining

Plan

TrainingCourses

TrainingProcess

Effectivenessof Training

TrainingNeeds

Analysis

12

3

45

8

7

6

Chart 01


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competence level. Based on this information management can decide what type of training

needs to be provided.

Step 5In this process it is

required to identify training needs for collective training

and for specific individual training. Collective training could be efficient by having the maximum possible outputs and results and effective by sharing more

ideas provided by the attendees and the instructors. Specific individual training may be also required to improve the

competency of an employee. On-the-job training should also be considered: it is thought to be one of the best approaches for training of personnel for a specific job.

Step 6The selection of instructors for training courses is very important. The knowledge and experience of the instructors is very important, however, not enough. The instructor must be able to pass the information successfully to the attendees and to keep them engaged throughout the whole course.

Preparation of course materials is very important. Course materials are available for courses provided by external training organizations; however, in most cases they are not available for internal training within the organization.

Upon completion of training materials, the author has to transfer the training materials into power point presentations. Figures and charts should be attractive to the viewers to keep their attention. Plain text should be reduced to a minimum. The same presentation could be handed over to the attendees with any additional information that may be required. Preparation of the material for the course is time-consuming and preferably it should be carried out by the instructor in coordination with experts in the area of concern and as necessary.

Step 7At this stage a training schedule should be developed. Such schedules could be at the organization level for the whole year or at project level for a specific period. The personnel in charge of the training programme should determine and organize all the logistics required for the training. A friendly environment is recommended: you need your attendees to feel comfortable and relaxed during the course. This way you will get their maximum attention. The attendees should be isolated from their daily work to ensure complete participation.

Step 8The last stage consists of a few major processes. The first one is related to overall course evaluation by the attendees; this is done for the purpose of improvement of the course performance and done immediately at the end of the course.

The second step is evaluation effectiveness of training for the attendees; this is a long process that engages the immediate supervisor or manager of the trainee. It is advisable to collect information related to this issue six months after the training. This allows for enough time for the employee to apply what he or she learned during the course and also allows the direct supervisor to evaluate the effectiveness of the training.

LearningNeeds

Changes

BusinessObjectives

CustomerNeeds

IndividualNeeds

Needs ofGroups

StatutoryRequirements

ExistingDevelopment

TechnologyMarketsQuality

StandardsProductsProcesses

Planning the Process for Successful Training

Some Events that may prompt a Training Needs Analysis


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Training like any other process is a journey and not a destination. In the training process we need to seek continual improvement as from any other process. We need to study the change of circumstances and revisit the goals and objectives and adjust our training needs accordingly.

CCC Training ProgrammesThe following programmes are applied by CCC for training purpose:

• Training Programme at the Organization Level

An intensive training programme is developed by the Training & Development Department located in the UAE. In-house courses are offered throughout the calendar year in the following subjects:

↳ Company Culture and Values.

↳ Project Management.

↳ Technical Courses.

• Training Programmes at Project Level.

Training requirements for CCC projects are covered by the quality management procedure QMP-GEN-005. This procedure has been developed to:

↳ Ensure that professional qualifications, skills and competence meet all the specified requirements for the project.

↳ Ensure that training needs are identified and training programmes are established and implemented.

• Induction training related to quality and safety

At the initial stage of the project it is mandatory to have safety induction training for all newcomers to ensure that rules related safety, the environment and health are understood and implemented by all employees. Quality induction is also required to ensure that all key personnel are familiar

with the management systems related to their work.

Procedure QMP-GEN-005The training process for the projects is carried out in accordance with quality management procedure QMP-GEN-005. The following requirements are included in this procedure:

OrganizationAn organization chart showing all key personnel will be developed at the initial stage of the project. The organization chart will be in accordance with contract requirements and in line with the scope of work.

QualificationsQualifications and competence of personnel will be in accordance with the requirements specified for the project. The preferred policy is to assign already qualified and competent personnel to do their work.

Personnel conducting inspection and testing; or special processes will be qualified in accordance with international standards applicable to their scope of work.

Training ScheduleDepartment Managers will review the needs of the project in line with contract requirements and will assess whether their staff meets these requirements and draw up necessary training schedules. Training schedules will be approved by project manager and discussed in the management review meetings.

Safety awareness training is mandatory for all personnel working on site. Quality awareness training is mandatory for all engineers and supervisors regardless of whether they are doing the work or inspecting the work.

Training RecordsThe training records will include the following:

• Training schedule.

• Course handouts.

• Certificates awarded “if applicable”.

• Attendance list.

• Feedback report.


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PROJECT MGR. DEPARTMENT MGR. QUALITY MGR. SAFETY MGR. HRD - MOA

StartReview Contract Requirements & Identify Project Human Resources Needs

Prepare TrainingSchedule

End

FLOWCHART

KEY

Activity

Document

Meeting

Decision

Input

Direction

No

Yes

DevelopOrganization Chart.Consider the ChartDeveloped DuringTendering Stage

Hire Staff to fulfillthe Requirements

Review Scope of Work to Identify Project Needs Related toQualification, Competence and Training

Identify TrainingNeeds



PROJECT HR

Forward to PM forApproval

Review TrainingSchedule

Approved

Issue to DepartmentManagers for

Implementation

Return toHR with

Comments

Revise and Resubmitto Project Manager

(PM)

INSTRUCTOR

Conduct Training as perthe Approved Schedule

Report Training Activities in Weekly Meetings and the Monthly Report

Evaluate Effectiveness of Training

Discuss Training Process & Implementation in the Management Review Meetings andIdentify additional Action as Necessary

PROJECT HR

Maintain TrainingRecords

NOTE 1The preferred policy is to transfer personnelalready qualified and competent to do theirwork from other CCC projects.

Training Chart Workflow for Projects


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iRecruitG. oueijAN

I am pleased now that we have reached a situation where we can say modernization of the recruitment process has taken a great leap and this would not have been achieved without the support and the efforts of the Human Resources personnel and the ISD Group. A few years ago I had a meeting with Zuhair Haddad in Doha and we agreed to move forward with the in-house solution. However, due to the very heavy load that we had for the last few years, the process was deferred. Last year, the development was accelerated and we have reached milestones that we can be proud of. The encouragement from Suheil Sabbagh has given us a thrust and a boost. Aref Boualwan and his team sat down with the HR team and worked out methods, processes, requirements, workflows, designs, implementation and testing which resulted in iRecruit.

Under iRecruit we have developed the following modules:

1. LinkedIn Recruiter: kicked off on Thursday, 5 January 2012.LinkedIn is the largest professional network in the world with over 200 million profiles available one click away. We managed to be one of the pioneers in the region utilizing this gigantic lead technology for attracting and hiring new employees to CCC. In fact last year, we managed to hire high calibre candidates through LinkedIn including a deputy plant manager, project engineers mechanical, welding, QC and pipeline engineers. Lastly, on the subject, Aref Bou Alwan and I convened a meeting with LinkedIn CEO Jeff Weiner for one hour last October 2012 in Las Vegas. We discussed future aspects of talent acquisition trends in the MENA area and the future cooperation between CCC and LinkedIn. We were the only company from this part of the world and we can say that we are among their most distinguished clients globally.

2. CCC Career SiteIn our new recruitment strategy, we decided to focus more on our branding name and strong reputation in the market to attract candidates rather than approaching others to do that on our behalf. Hence, we are pleased to announce the launching of the

CCC Careers website (https://careers.ccc.gr).

The new technology introduced in our career site along with the ease of use and accessibility of the site from anywhere using any device (computer, tablet, mobile phone) is developed to provide a pleasant experience to our applicants who are looking for their talent development within CCC.

We would like all the family members of CCC to guide all applicants sending their resumes as hard copy or by email to build his/her online profile through https://careers.ccc.gr.

3. CCC CV Intranet Module (CCC Recruiters)This module is the integration between the VBC document management system and the famous GSA (Google Search Appliance) to allow our recruiters to index and search profiles and resumes from all geographical areas through one large database. It is accessible by applicants from any


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iRecruit

location in the world at any given time. In addition, the solution comprises a rating module where both recruiters and functional or line managers can review and rate and share comments on CVs thus covering the CV screening process. Accomplished statistical results retrieved from the above module are beyond expectation in terms of speed, quality and efficiency within a record time. I look forward to a full expanded implementation of this module by all areas.

4. WorkshopsWorkshops were conducted in all major areas and projects of CCC at an early

stage in order to engage, share and receive feedback and comments on the

developed modules. Furthermore, we aimed to utilize and employ the

expertise and knowledge of some of our HR experts in the field in

various areas. This allowed for smooth penetration and

quick adoption of iRecruit throughout CCC in a very

short period since all areas were part of this

development process.

5. BrandingBranding has become the tool to attract the right candidates in this transitional period of recruitment industry. I am referring here to the new revolution in social media networking. CCC, as a pioneer by nature, should as usual keep one step ahead of its competitors. We are investing heavily in creating a strong employer brand in non-traditional CCC areas all over the world. Our accomplishments so far are the career site, the dynamic career pages on LinkedIn and very shortly a Facebook career page, Twitter career page and YouTube channel with testimonials from CCC old timers. We will advertise our career site on specialized job boards and journals to target the right profiles. In short, we are exploiting all the available tools and new technologies in the market to strengthen our brand image in the eyes of potential candidates.

6. Future DevelopmentNext on the agenda are the requisition management module and the employment offers and relocation letter module. Our ultimate target is to automate the recruitment process until the work documentations of new hires are fully completed and he/she is on board operating.

Recruitment is the gateway into the organization. Poor recruitment could result in masses of associated endless costs to the company. Critical talent is scarce, and about to become scarcer because of two forthcoming trends: the retirement of the early boom generation and the growing international skills gap. We have to become business focused and look for what’s best and what works. In this challenging time, we need to adapt quickly to keep our leading role in the industry. To do this there needs to be a paradigm shift in thinking and a value-added approach to all the activities that recruitment entails. We are upgrading recruitment in CCC to a higher level and driving the change in a steady and systematic method.


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iRecruit EssenceProactive Recruitment

A. bouAlwAN

Those who attract the right talent will be the ones to survive the battle of Talent Acquisition… iRecruit “CCC HR Social Recruitment Solution” aims at pioneering the era of proactive talent acquisition where high value leads (potential candidates) are continuously engaged in our talent pipeline to better meet future demands. iRecruit ultimately increases the probability of finding the best candidate in the market for every role. We are gradually moving away from reactive recruitment to a more and more proactive business partnering model.

iRecruit PowersFinding a needle in a haystack is never that easy. It is time consuming, unorganized and an unguaranteed process. iRecruit is designed to uncover the needle. iRecruit is a powerful solution that combines a highly user friendly interface with a particular focus on security, relevance and performance. It represents a huge leap in the recruitment process in CCC. Designed to fit our diversified nature, iRecruit allows indexing, searching and reviewing from one single portal against our newly launched CCC Careers site; as well as existing CV repositories scattered over multiple countries and geographical areas.

In our talent acquisition process, we would like to focus on “career seekers” rather than “job seekers” as we aim to attract candidates who strive to develop their talents within CCC. And this is how we tackle the real value of internal headhunting. Working on fulfilling a required vacancy has become a joint effort between the Project, Area and MOA where all concerned stakeholders benefit from iRecruit joint and powerful collaboration.

What happens in Vegas will not stay in Vegas, it will spread all over CCCThis time what happened in Vegas will not stay in Vegas; it will (being at the heart of our in-house developed iRecruit) spread all over CCC and shape our recruitment (or what I prefer to call Talent Acquisition) strategy.

First, the “Talent Connect 2012” conference was a success. It included 2,400 international professionals in the talent acquisition industry (out of which there were 1,100 executives). These folks, along with us, are changing the

game of social recruitment. We have realized more than ever that CCC getting early on board will ultimately make us the leaders in this field, not only in the region but among others in the international arena.

Secondly and more importantly, a one hour private meeting took place with LinkedIn CEO Jeff Weiner. This was not only a PR meeting with one of the top notch visioneers of our “Social” times but this will also add great value to CCC in the years to come. The outcome of this will be a set of workshops between us and LinkedIn to shape the talent acquisition industry in the Middle East.

CCC is the Employer of Choice on Social media2012 was the year for workforce innovation with more companies exploring social media to brand and market their organizations. In 2013 companies will take “Social” further: this will be the year of Social HR, with organizations integrating social technologies into the way they recruit, develop and engage employees.

From left to right: Aref Bou Alwan, Jeff Weiner, Ghassan Oueijan(one hour private meeting with Linked inTalent Connect, Las Vegas)


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iRecruit Essence: Proactive Recruitment

No more focus on resumes, rather standardized online profiles. We have entered an era of transparency which generates trust and triggers good behaviour. After years of hunting, fishing and farming, recruiters (and managers) will now have to start socializing with the people they wish to hire.

Although CCC has a very well established and strong brand in the region, earlier in 2012 our social media presence was nil. iRecruit powers

and the hard work exercised have secured CCC the highest rank in “social media branding” among all peers. Not only have we increased recruitment brand awareness in traditional CCC areas, but also iRecruit has introduced CCC to many other new areas all over the world.

The value of a strong employment brand can be priceless. It not only helps you attract the best people, it helps you preserve the people you have. Being partners with LinkedIn

0%

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Peers:

* Fluor

* Vinci

* Strabag

* Bechtel

* Skanska

* Petrofac

* Saipem

* Balfour Beatty Construction

* Technip

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Employer of choice Weaker employer brand

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CCC’s Talent Brand Index vs. Peers


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iRecruit Essence: Proactive Recruitment

and among their most distinguished clients globally, we were presented with the Talent Brand Index as a measure to where we stand versus our competitors. The numbers revealed the undeniable truth that CCC is the Employer of Choice which leaves little room for further interpretation. Within one year, CCC has attracted more than 17,000 followers on our LinkedIn company page and more than 100,000 people visited CCC Careers site in less than six months. With the exponential growth and the unmatched rates of viewers for our job posts, CCC was distinguished as the top among its peers globally, according to the LinkedIn Talent Brand Index metric. Employer of Choice: Talent Brand Index represents the percentage of people who are actively following CCC as an employer against the number of people who are familiar with CCC (viewing/connecting with CCC employee profiles …).

The iRecruit Secret RecipeNothing would have been achieved without the dedication and hard work of the iRecruit team. Iterative releases were built and the system was constructed brick-by-brick and matured into a solution that has become an integral part of daily recruitment activities across CCC.

Delving into the realm of social recruitment, MOA recruiters over the past year have had access to more than 200 million LinkedIn profiles with full powers to search, headhunt and build leads by various targeting criteria.

On the branding front, it was important to spend time investing in researching and defining our social media brand. What we had done so far was to establish loyal ties with potential candidates through social media (which by itself reached a wide audience); brochures for job fairs; mail advertising; via the CCC careers site (careers.ccc.gr); through the LinkedIn official company page and so on.

However, the secret recipe of iRecruit’s outstanding success is the spirit of partnership we, ISD, have built with HR. Since we started this effort, we have gone through a very tough and challenging time. As per my leader’s wise quote, “Had it been easy, someone else would have done it”. We hope that this partnership will be very contagious at CCC. That said, numerous joint workshops have been conducted across CCC areas and iRecruit is penetrating CCC at an exceptional pace.

We now have CCC recruiters and administrators accessing the system from CCC offices. Having that in mind, add to it our gigantic CCC CV

Database (just reached 85,000 CVs and which grew by 25,000 in six months) and access to more than 200 million candidate profiles worldwide, we won’t be only tackling candidates and recruitment requirements only but most importantly potential candidates and leads.

Where Do We Stand? The Numbers Speak For ThemselvesDid you know that CCC Careers has achieved a global coverage with more than 100,000 visitors from about 200 countries in the past six months?

Did you know that CCC Careers applicants represent more than 148 nationalities coming from more than 128 locations?

Did you know that you have more than 90,000 profiles searchable from iRecruit including around 25,000 applications made in the last six months?

Did you know that CCC Careers has maintained an average of more than 110 applicants per day in the past six months?

Did you know that tens of rare talents have been headhunted through iRecruit and have already joined the CCC family?!

Did you know that CCC Recruiters have performed more than 3,500 searches and viewed more than 2,500 CVs in the past 30 days?

The War for Talent Goes OnAlthough much has been achieved in this record time, still, we are sure that this is just the first step on our one mile long journey. We still have a lot to do. We are not unique in this though. This is the case of a whole recruiting industry at this very interesting transition time. It is simply a talent acquisition war.

AcknowledgementsI would like to recognize and thank this great and highly motivated iRecruit development team that made all this possible in a speedy and professional manner.

All along, Zuhair’s strategic direction for leveraging technology in facilitating and innovating CCC’s capacity building had been our compass.


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It’s Time for ChangeS. SHAwwA

Talent acquisition (the new terminology for recruitment) lies at the heart of any business success and organizations can only thrive once they source, hire and retain those top class talents who can lead and drive the business forward and maximize the organizational performance.

We have harnessed the power of technology to build an in-house tailored state-of-the-art solution that matches CCC’s diversified and imminent needs. The strategic decision to automate the recruitment process utilizing CCC hands, experience, skills, expertise and know-how was the right decision at the right time. It just so happened that this coincided with the revolutionary change in social media networking, thus permitting the integration of the latest tools and methods of social media and resulting in a comprehensive solution.

We envision, with the introduction of iRecruit, a new recruitment spirit and culture within CCC that will spread throughout the organization. This culture will streamline the efficiency of the selection process in a timely manner, simultaneously improving the quality of newly recruited staff through emphasis on the reviewing, screening and interviewing stages of the recruitment life cycle. Since the launch of iRecruit, we have witnessed an enhancement in collaboration and communication among recruiters and assistants in different areas and locations which, consequently, avoids redundant work and correspondence leading to increased efficiency.

It’s time to change and to think outside the box. It’s time to create a pool of talent to transform recruitment from a reactive to a “proactive” talent acquisition process. This is a major challenge for CCC as we are entering a new era where survivors are not the fittest but rather those most adaptable to change and those who can attract the right talents in a very competitive, unpredictable and aggressive market. 2013 will be the year of social HR with more organizations incorporating and adapting social technologies for recruiting and developing their employees. We are already equipped for this change with tools integrated in our solution for talent acquisition.

A major corporate achievement was the creation of a massive CV and profile/Application Intranet database from all CCC locations. This database of applicants is shared by all recruiters of CCC and is accessible at any given time from any given location in the globe. The introduction of new tools like LinkedIn, CCC careers and the CCC recruiters’ modules should significantly enhance

the speed and quality of talent acquisition. We realize that iRecruit will not offer instantaneous solutions to all the challenges of the recruitment process as the tool can never lead the process. However, it is imperative to change our working habits, attitudes, relationships and concepts to align with the new trends and to maximize the benefits for the organization. It’s time to focus more on our talent management to leverage skills mapping against well-defined competencies and skills sets for high calibre senior staff. Further, revisiting our current operational processes and common practices and introducing Key Performance Indicators (KPI’s) is a must, at this point in time, to measure and assess the effectiveness of our current processes and procedures.

Part of our new talent acquisition strategy is to reinforce and strengthen our employer brand. Hence we look for engagement strategies from all CCC family members to be part of our campaign to augment and expand our employer brand. The most trusted source of marketing information comes via word of mouth and referral schemes. Therefore, we trust our people to be the best messengers to advertise our career site. We take this opportunity to thank CCC members who already include the CCC career site (https://careers.ccc.gr) as part of their email signature and we encourage such initiatives.


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Manpower Planning and ResourcingS. bAki

Manpower planning and resourcing are important parts of the HR strategy towards achieving projects’ needs. After identifying our requirement for each project we usually start with attracting and recruiting the right people for the right jobs, sometimes in competitive and difficult times. As such, speed and efficiency can make a big difference and technology enables us to reduce our reliance on recruitment agencies.

Usually, once we start our recruitment campaigns, we face many challenges while recruiting new talent into our group.

With LinkedIn and iRecruit the process has become easier and more powerful. We now have the correct tools to attract the right talent with skills and qualifications required for our vacancies. This technology, if implemented properly, will replace our current systems, Excel sheets and reduce emails and so on. It will assist us in every step of the hiring process and will provide many benefits that just aren’t achievable with the current system being used.

This fast track process helps us reduce the time from application to hiring, where CVs and application forms are electronically available, automatically filtered against the required criteria and hence, we are presented with only those candidates who meet the job

requirements. In addition to that iRecruit will give us the chance to identify the requirement for the group by gathering the entire requirement in one “basket”.

iRecruit has enabled us to collect all new applicants’ CVs in one place. We are capturing the details, profile and CV information of all candidates who show an interest in CCC and our vacancies and we continually build the talent pool of new applicants which we will use in the future for positions and cover requirements. We noticed that those candidates always keep an eye on the positions they want to apply for and they search for vacancies to match their skills and ambitions.

By using the iRecruit application to broadcast the generic vacancies, we will make significant savings on recruitment agency fees as well as reductions in media advertising fees and a general minimization on the total cost of recruitment.

Finally, for those who are using iRecruit can now say that have an engine that coverts data into power in the hand of the recruiters and technology that leads us to a new destination where the concept of post and pray is no longer a choice.


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Recruiters’ TestimonialsReCRuiteRS

Senior Administrator, MuscatIt’s a brilliant idea! As we constantly required experts/professionals to execute our works, this was made easy by introducing the iRecruit which has given us easy access to a wide variety of CVs that conveniently suit our requirements, much more, since it is constantly growing each day, it gives us wider access in finding and selecting the right candidate. It also shortcuts our works since the applicants who submit their CVs are having the knowledge of who we are and what we are doing. Compare to the other online recruitment platforms which we subscribed before such as Naukrigulf, Monstergulf and other sites, iRecruit is much easier and friendly user and free from the costly subscription fees that we need to maintain. Finally, since this is a homegrown application, it is something for us to be proud of.

Senior Administrator, BTOiRecruit is the new challenge to CCC‘s recruitment strategy. Within a short period it offered advantages to our traditional recruitment methods simplifying all related recruitment tasks. Among the huge set of innovations, iRecruit:

• Revolutionizes our traditional recruitment practices and makes them more cost effective. Posting jobs on CCC Careers with detailed job description and specifications is cheaper than advertising in newspapers and allows attracting candidates with the right skills and qualifications.

• Eliminates most of our manual recruitment processes that are time consuming. (CV-less desks and lighter e-mail inboxes).

• Leads us to pioneer the era of social recruitment thus helping us to reach a bigger audience which will increase our ability to achieve our hiring target and reduce the overall time and cost of hiring.

To conclude, I believe that iRecruit is the evolving face of recruitment at our company.

Resident Manager, ChinaOur new career site is very professional and user friendly containing a full data base for various trades. It is of mutual benefit for both applicants and employer.

Head of Personnel, CairoAt last CCC has a proper mechanism where interested candidates from all over the world can directly submit their CVs and apply to work with the Group. It’s good that this site will be accessed by CCC recruiters from different locations to retrieve and review hundreds of CVs sorted the way we want. No more piles of CVs stashed in the files waiting to be pulled out and reviewed.

CCC will reach candidates from new locations and be able to communicate with them. It’s a time saver and very user friendly.

Senior Administrator, Abu DhabiiRecruit implementation will secure in a more effective way the continuity of CCC employees released from completed projects or areas in earmarking them for other opportunities within the group.

Executive Secretary, HSE, Abu DhabiiRecruit has made the search and talent acquisition of some of the HSE positions easier. It’s a life saver, when it comes to Sort & Select.

Administrator, Personnel, BTOiRecruit has become an integral part of our daily recruitment activities. It helps us attract quality talents with minimal amount of administration through our famous CCC Careers site. Furthermore , with its powerful search capabilities and smooth display of results, it facilitates searching and screening by sifting through relevant skills, knowledge, aptitude, qualifications and educational or job related experience.


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The Recruitment Business Has Changed

Recruitment and the Social MediaM. kAwASH

The On-Line Recruitment Processo. obeiD

New Horizons in RecruitmentS. koutSouFlAkiS

b. MikHAel

Why is now the time to develop new recruitment approaches?

There is a revolution occurring which is driven by people and enabled by social media. The recent growth of social media and the mobile platform, the competitive recruitment business and the war for talent now require such changes.

With the help of the ISD, the HR Recruitment Department is developing completely new approaches and adapting more powerful tools than have ever existed in CCC. These new tools

will facilitate the HR process by assisting recruiters to reach, attract and obtain the most out of the world’s largest talent pool.

CCC is one of the pioneer companies in the region to start this initiative and to use LinkedIn for recruitment and branding purposes.

Although we are at the beginning of a long process, we are all confident that we will achieve our goals by using the best available technology in the market to our benefit.

Social media is gaining momentum all the time and there are a lot of different options for an employer to take advantage of. It can be a great and helpful source for discovering passive candidates - those who are employed but ‘open’ to changing jobs for the right opportunity - who represent nearly half of all currently employed talent. Because the desired opportunities rarely exist on job boards, and job seekers

are participating in communities all over the web sites (like LinkedIn, for example), social media can become a fascinating place for us to find talent that they may not be able to find otherwise. At CCC, we simplify this process even further by first identifying this talent and then connecting with this talent to suggest those candidates who best match with specific job criteria.

Nowadays companies have moved much of their recruitment process online so as to improve the speed at which candidates can be matched with live vacancies. Using database technologies, online job advertising boards and search engines, employers can now fill posts in a fraction of the time previously possible. Therefore CCC took a new big step and created iRecruit to add to its recruiting methods as we needed a way to keep

track and organize thousands of applications and CVs across numerous departments coming in from different countries through our website. CCC’s main target is to offer a professional relationship with the applicants by ensuring a flawless cycle of information and to make sure it is recruiting the right people for the right job.

Facing challenges is no stranger to recruitment professionals. Demanding requirements, tight deadlines and complex tasks are part of our agenda. And as the support provided to the company’s needs is upgraded by constant improvement of the HR services, the demands (as in all fields) are growing too.

Although still at a primary stage in terms of usage, iRecruit and HR Social Recruitment have

already proved their value and capabilities with impressive results. The company’s profile and reputation are expected to be highlighted in the following months while the system’s penetration to the worldwide construction community is increasing. Looking forward to that, one can only credit the team that initiated and developed iRecruit, opening new horizons in our field.


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Overview of the CCC Talent Management StrategyS. SHAwA

CCC’s aim ‘to be second to none’ is apparent in its training and development policy. This started several years ago and grew with time to have two full-time highly qualified instructors and to provide more than 70 training seminars per year amounting to almost one training day per year for each of its employees. The target of this policy is to improve productivity and performance and to encourage talented employees to continue to be innovative. CCC trains yearly around 2,000 employees with In-House Leadership, Technical and Project Management Training Programmes in addition to external training offered for specific training needs.

So CCC’s talent management strategy is based on the development and implementation of five distinct, but integrated, key processes:

1. Graduates under Development (GUDs).

2. Discipline-specific Career Planning (Professional/Technical Training).

3. General Career Development Programme (Project Management Training).

4. Accelerated Managerial Development (High Fliers).

5. Succession Planning For Mission-Critical roles (Executive Leadership Development).

This strategy is based on the CCC custom-developed competency framework which divides CCC’s functions into a set of job families (career ladders) and job roles. This framework has been determined by CCC management and takes into account the main factors for CCC’s success and competitive advantage. Moreover, they are derived from CCC’s core values and define CCC’s

ethical and operational approach to evaluating performance and need to be updated regularly to reflect CCC’s priorities and targets.

The strategy aims to match the suitable person with the specific job and continue to develop this relation through the general and specialized training programmes. As for the individuals who match the success profile they will be considered the best fit, star performers or high fliers. Those who are mismatched need to meet expectations and fill skill gaps through training programmes. CCC’s talent management strategy incorporates career development programmes for certain disciplines such as controls management, health and safety, planning and cost control.

As for the training of skilled artisans, this starts with CCC’s vocational training centres (as will be seen in the articles further on regarding Saudi Arabia, Oman and Jordan) and then continues on site (to include general training programmes in addition to training targeting Arab nationals). Vocational training has another dimension which is developing and supporting the communities where CCC operates originating from CCC’s Corporate Social Responsibly. The training of youth in countries such as Jordan, Palestine, Tunisia and so on aims to raise the skill level of these young people to enable them to find appropriate jobs in the local market as well.

As mentioned earlier, with the development of iRecruit, the HR Talent Strategy is aligned with other HR processes and the general company strategy since the process is initiated at the selection and recruiting stages and carries on with the development of talented employees applying different career development programmes and individualized programmes.

TalentManagement

Strategy atCCC

GUDProgramme

DisciplineSpeci�cCareer

Planning

CareerDevelopmentProgramme

AcceleratedManagerialProgramme(High Fliers)

SuccessionManagement


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The Difference Our Leadership Training Programme Has MadeR. elHAj

The first leadership workshop/seminar in our programme was conducted on 1 April 2001. The objective of our leadership training programme has been from day one, to enhance the leadership competency of our people at all levels to become more effective, adding more value to everything they do and contributing greatly to our CCC culture.

Our leadership training programme has met the challenge by virtue of the fact that CCC is one the few, if not the only, international company that conducts an in-house leadership training programme. The programme has addressed the needs of our people by using practical case studies, the state of the art in leadership, powerful DVDs, the latest leadership research and references and sharing the invaluable experiences and books of great leadership authorities such John Maxwell, Covey, Robin Sharma and many effective managers in our company.

The programme through extensive research combined with the input of the great experience of our people, has developed a unique model of leadership. This model which is the root idea of our leadership training programme states clearly and uniquely that leadership is an influence which is generated from the overlap of who we are (character), what we know (competencies) and what we do (action). These three circles of leadership make up the three dimensions of our lives and make us sure in saying that everything in our life and in our work hinges on leadership.

The programme has developed 15 leadership workshops/seminars clearly and concisely to enhance the character, the competencies and the action of our people at all levels. Special emphasis has been placed on the circle of character, which is the circle of principles and values; which make the bedrock of our CCC culture. This CCC culture has always determined the company capacity, effectiveness and longevity.

After 12 years of conducting more than 400 workshops/seminars and more than 1,000 presentations on CCC culture, the programme is still dynamic, unique and powerful in producing a chain reaction of developing more effective managers who have been leading successfully. Our leadership training

programme is still attracting thousands of our people at all levels who are helping our Company to be second to none.

The enhancement of the leadership competencies of our people at all levels has been indispensable for the profitability, growth and uniqueness of our company. The high level of our company leadership has been the surest answer to cope with the intricate challenges of the 21st century.

BE Know

DOInfluence

The Leadership Process

Dr. Riyad ElHaj with a group of trainees in the UAE


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Overview of Technical & Project Management Training at CCCM. SHAMi

IntroductionThroughout my career, I reinforced a belief that human capital is the most important source of competitive advantage in today’s increasingly knowledge based economy. CCC as a successful international company has been maintaining its competitive advantage by ongoing investments in employees’ development so that they stay technologically current in a fast forwarding world and they stay in the company for a better future. Research has proven that one of the best predictors of retention is whether an employee has opportunities at work to learn, grow and prosper. Corporate-sponsored learning programmes are an investment in employees’ future and is expected to increase effectiveness, to improve production, to reinforce commitment and retention, and of course to achieve better customer satisfaction. Therefore, training and development programmes at CCC, whether classroom, on-the-job, e-learning, coaching, certification programmes and so forth ultimately serve the business purpose. My passion for training and knowledge transfer grew since the early years of my career. I remember a short story from one of my favorite professors while I was completing my Ph.D. at the University of California at Berkeley in the U.S. between 1990 and 1995. Professor Ben Gerwick, a U.S. pioneer and world guru of construction management,

while chairing my doctorate thesis committee, told me the following: “one should get his/her creative ideas out to the world or die with them!” Since then, I learned that knowledge and wisdom ought to be shared and passed to others and it is our obligation to find the best way to benefit the professional community for a better world. As the years passed, I got involved in a large number of training activities in the business community and in academia in the U.S. and around the world.

Training ModelThe technical and project management training that I developed at CCC with the support of senior management and colleagues is meant to create a complete learning experience. This experience is not limited to course delivery but it encompasses various phases from the initiation of training needs to advertising and from preparation and materials production to forming alliances with internal and external experts and then followed by course delivery.

Nonetheless, the process continues to ensure learning transfer and then practice with support, and finally to measure ROI. Therefore, the real finish line in our technical training programme is when business results are delivered at a higher performance level.

Continuous Input from Senior Management Formal and Informal

Feedback & Surveys e-PMS

Professional Associations (PMI, CII, ASQ, SAVE, ASTD, ASME, IRM, etc...) CCC Corporate Assets (Manuals, Procedures, Handbooks, Lessons Learned, Previous Project Templates, … In-House Expert Wisdom High Profile Consultants

Training NeedsAnalysis

Identifying Internal& External Experts

Research &Knowledge Acquisition

Marketing, Logistics& Registration

MaterialsDevelopment

Delivery & TrainingEngagement

Assessment& Evaluation

Learning Transfer,Practice & Support

BusinessResults

Course Accreditation, Certification, Audit, & Endorsement byInternational Organizations; e.g., (PMI, OSHA, etc.)


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Overview of Technical & Project Management Training at CCC

ThresholdsIn 2012, we continued to improve the in-house technical and project management (PMT) training programme by incorporating suggestions from a wide range of sources including attendees, senior management, Area HR, Projects, ePMS, and various other departments. We have also benchmarked with international training programmes that provided quality training by addressing the immediate and future needs of CCC staff. We trained a new record of 870 staff in the various technical and management programmes in 2012. New programmes were added to cover technical areas that directly relate the job functions of staff, such as contracts, pipelines, accounting, bridges and so forth. The following performance indicators highlight the 2012 training year.

1. Geographical ExpansionThe technical and project management training has covered additional CCC areas in 2012 to include Kazakhstan, Saudi Arabia, Oman, MOA, Lebanon, besides Qatar and UAE.

2. Record AttendanceWe provided training to 870 staff whose bands ranged from 8 to 15 in 2012. This is in addition to other ancillary training programmes that include lunch events, in-projects awareness sessions and various in-house activities in various CCC Areas.

3. Course CatalogueOver 30 unique training subjects were made available in 2012. These included training in project management, technical subjects (civil) and technical subjects (mechanical).

4. New ProgrammesState-of-the-art training initiatives enriched our existing programme to include much needed subjects on construction contracts, claims, accounting for non-accountants, welding, pipelines, bridges and so on.

5. Expert In-House Guest SpeakersWe engaged highly qualified senior management from within CCC in designing and delivering some of the training modules. These experts fully understand CCC’s internal processes and have in-depth knowledge of the company culture and technical know-how.

6. AlliancesWe have been cooperating with international associations and entities such as the Project Management Institute (PMI), US Green Building Council (USGBC), American Society for Quality (ASQ), Construction Industry Institute (CII), American Society for Training & Development (ASTD) and others. These organizations have been providing guidance, standards, and material support.

7. CCC is a Registered Education Provider (R.E.P.) by PMI.We maintained our status as a “Global” Registered Education Provider by the U.S. Project Management Institute (PMI), which is one of the best known and leading international organizations in project management. I developed and maintained this relationship with PMI to ensure that all management courses conducted are audited and approved by PMI. This has allowed participants to earn the widely recognized Professional Development Units (PDUs) for the purpose of applying for and maintaining the various int’l certifications in project management, risk and so on.

8. CertificationSupport and guidance of CCC middle and senior managers to pass the pertinent international exams needed to acquire their certification in domains such as the widely recognized PMP (Project Management Professional), USGBC-LEED AP (Leadership in Energy and Environmental Design) and PMI-PSP (Planning & Scheduling Professional), PMI-RMP (Risk Management Professional), CCE (Certified Cost Engineers) by the AACEI.

9. Engagement of External ConsultantsCollaboration with international consulting companies and manufacturers is an important aspect of our technical training programme. These companies include PA Consulting, PERI, DOKA, RMD, Palisade, Hulett & Assoc., Ready Mix Beton and other specialty companies.

10. Case StudiesIn cooperation with CCC senior management, a number of case studies were introduced in support of the conceptual shift from organizational learning to becoming a learning organization via the technical training programme. There are ongoing


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Overview of Technical & Project Management Training at CCC

efforts for the development of “case studies” from CCC projects to enrich the delivery of various training modules. Many cases were adapted from projects such as KGP, EU3, LTP, BCA and others.

11. Monthly Technical Brown Bag LunchOn the last Thursday of each month, a senior manager from CCC, and sometimes a consultant, is invited to make a technical guest speaker lecture over lunch. This event was well attended at the EPSO training rooms in Abu Dhabi. It also featured video presentations on various engineering topics.

12. Public Relations and Community CollaborationI was invited to work with a number of organizations at key events, speeches, public presentations, and high profile functions. These organizations included PMI, IIR, Marcus Evans, Cranes Int’l, etc. This is in addition to several presentations made at universities and colleges in Oman and UAE. These events strengthened CCC’s involvement in the community.

13. Customized Technical Training for DepartmentsBesides the technical corporate training programme, work is underway to design training programmes that specifically address the needs of certain CCC departments.

14. Library for Technical and Management TrainingAs a result of conducting the various training programmes, we have established a library that encompasses publications and references to support our activities. CCC colleagues can find a rich source of materials, books, catalogues, technical papers, DVD’s, Audio CD’s as part of the collection. Materials that support certification exams have been among the most in demand.

Keeping Up With the FutureWe at CCC will continue to work hard to invigorate one of the best technical and project management training operations in the industry. By continuing to tap into the tiptop wisdom of our internal experts as well as external leaders, we have created and delivered technical and management training materials that can be a benchmark for the industry. Besides, we will continue to support and initiate more training programmes that support the certifications of employees such as the well-known PMP and LEED certifications. Furthermore, it is our aim to blend new training media in our existing training modules to provide excellent service to the CCC community.

CCC Technical & Project Management Training Programme, “Contracts Change Management & Impacts (PMT126)”Holiday Inn Hotel, Dunes, Verdun - Beirut, Lebanon, November 12 & 13, 2012


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Training & Development ProgrammesN. HAGe & R.kHouRy

The High Fliers’ Programme

This programme aims to identify employees who have strong potential for assuming higher positions, specifically in the key roles of project, area and functional management; develop their leadership, behavioural and technical competencies; match them with critical management positions and build the current talent pool at CCC.In order to achieve the above, we engage external providers to deliver world class assessment and executive development programmes; provide the candidates with the necessary individual coaching, mentoring, development and support; challenge the individuals by giving them more complex and stretching assignments and create for them an on-boarding plan for moving them into key positions as the opportunities arise.Among the external providers is INSEAD, the business school of the world. The Executive Development Programme provided by INSEAD, which is custom-developed for CCC, is a two-module programme which aims to provide high fliers with a top ranking business leadership programme and is held at the INSEAD campus in Abu Dhabi. The main topics included in this programme are show in the tables.The candidates are also assessed and trained by the Hay Group on their leadership style, the organizational climate they create around them, on their emotional intelligence (EI).

Upon the satisfaction of the requirements of the programme, the candidates are assessed on the basis of several criteria such as their:

1. Leadership style, organizational climate and emotional intelligence.

2. Sponsor and line manager assessment.

3. Project management accountabilities and competencies; and

4. Experience and training.

Through this programme, CCC aspires to have the appropriate talent pool to be able to fill high level managerial positions and in the future critical succession roles. The programme is led by Bruce Richardson and coordinated by Dr. Salma Shawa.

The Career Development ProgrammeThis is an intermediate development programme between the Discipline and the High Fliers’ programmes. It aims to prepare candidates for future positions in control, construction and project management. The schedule is shown below:

Module1 Module2day1 day2 day3 day4 day5

AM

Working and Communicatingwith Emotional

Intelligence

Managing and Developing People

Understanding Financial Statements AM Operational

Excellence

Enhancing Your Executive Presence

and Building Up Your Social Capital

PM Influencing and Motivating Others

Giving and Receiving Feedback

Financial Control and Reporting Systems PM

Strategic Innovation - Winning Through

Innovative Customer Value Creation

Leading Change

DAY 1Productivity improvement and

change management

DAY 2Risk management and Avoiding

claimsDAYS 3 & 4

Advocacy & Influence

Variability of productivity factors that cause variability

Pre-award - Risk Identification and Assessment Communicate Clearly

Productivity measurement Post- award - Risk Management Build Credibility and Affinity

Change Management Planning for Risk Management Create Partnerships

Change, Impact and Cost Handling risk in the bidding process Pre-Sell Your Idea

Claim Management Influence Others


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Training & Development Programmes

The candidates are selected on the basis of their high potential, their commitment and their initiative. They receive in-house leadership, technical and project management training. They also are trained by University of Texas professors.

Graduates under DevelopmentCCC encourages the recruitment of ambitious hard working young graduates. The company has devised a long-term strategy to ensure the smooth and continuous inflow, investment and development of qualified, capable and loyal young graduates.

Each year CCC participates in job and career fairs to secure the inflow of these young graduates. By coordinating with the best universities to secure top students for employment, we can ensure we continue to recruit top performing graduate engineers of all disciplines, as well as non- engineering graduates. In 2012, CCC participated in job fairs at the following institutions: Career Forward in Biel; Notre Dame University in Lebanon; Balamand University in Lebanon, AUB (American University of Beirut); LAU (Lebanese American University); University of Jordan; Al Huson - Al Balqa’ University in Jordan and the Jordan University of Science and Technology.

The GUD programme generally lasts for a period of two to three years and aims to ground graduates thoroughly in their chosen fields of interest. By encompassing a diversified working experience formalized by specific forms that serve to report, record and aid GUDs, the programme has been successful at producing a core of high achieving employees, contributing greatly to the success of the company.

The formalized structure of the GUD programme centres on the following forms: The ‘on the job’ and ‘off the job’ training plans, which aim to set out a provisional plan for graduates in terms of the work areas they will cover and the training they will receive; the development log sheet, which documents all activities that have been covered by the GUD, and acts as a checking mechanism to ensure that the training plans have been adhered to and finally, the development assessment form, which highlights areas of strengths and weaknesses, areas that need improvement and future recommendations. A key component to all the forms is that they promote a clear line of communication between GUDs, supervisors, and the HR Department. A consistent and clear line of communication is crucial to the continued success of GUDs themselves and their role in the company.

High Fliers Programme, December 2011 at MOA


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Training & Development Programmes

Summer Trainees2012 concluded another successful year for CCC’s Summer Trainee Internship Programme, which under the stewardship of the HR-Training & Career Development Department at MOA has been developed in recent years to include a formalized rotational structure and a thorough assessment of the trainees as well as the programme as a whole. CCC encourages bright undergraduates to enroll in the Summer Trainee Internship Programme, in order to give students a worthwhile experience in the construction industry and create a potential future hiring pool.

Control Management Orientation CourseSenior management identified the need to develop a new and young generation of project control managers to support the increased and diversified number of projects across our areas of operation. CS&QM Department in coordination with HR Training and other departments at MOA spearheaded this effort. The course has been designed to cover the full cycle of the project starting from the bidding phase till project closing out. Since January 2012 up till now we concluded two training courses while the third course started on 25 February 2013 totaling 23 control engineer/managers from all disciplines. The trainees were from various locations (UAE, Qatar, Saudi Arabia, CIS, Palestine, Greece, PNG and Egypt) and had diverse backgrounds (mechanical, civil, electro-mechanical, electrical and IT engineers). The subjects taught include: HSE, Quality Management, Estimation & Proposals, Contracts Administration, HR, CSR, Accounts and Project Accounts, Insurance, Cost

Control, Planning, Knowledge Management, Field Engineering, Document Control, IT & In-House Applications. The adequate duration was found to be three months and the training takes place at the MOA Training Centre. The programme is led by Khader Abu Ghannam from CS&QM in coordination with Dr. Salma Shawa from HR-Training.

CCC-EFE Tunisia Training and Employment ProgrammeAn initiative to increase the employability of Arab youths by Samer Khoury, a pilot programme was launched between CCC and EFE Tunisia to train 30 Tunisian engineers. This programme resembles a similar programme which CCC and EFE launched in Palestine and Jordan. It aims to train young Tunisian engineers on construction management. It aims also to professionally prepare them for work at CCC projects (or other companies) as a part of the CCC Graduate Under Development Programme and as a CSR initiative as well. The programme includes sessions on workplace success, construction project management, the English language and CCC induction in systems and procedures. The programme entailed organizing a ‘training of trainers workshop’ which was conducted by professors from Colorado State University and targeted Tunisian trainers. The trainers were well qualified Tunisian university professors who in turn delivered training to the young graduates.

The first group (13 engineers) received training between November 2011 and January 2012. The training also included induction in CCC and its systems and procedures (conducted by Dimitris

Mavrikios and Dr. Salma Shawa). CCC has already allocated these young recruits to its projects in areas such as Qatar, Abu Dhabi and Morocco.The second group of 15 students will be selected by the end of the academic year and will receive similar training in September-October 2013. The graduation ceremony of the first group took place on 20 February 2013 with the presence of other partners in the MEPI (Middle East Partnership Initiative) such as UBCI bank and VistaPrint which also contributed to the training of Tunisian graduates. The total number of graduates was 58. The ceremony was attended by high level officials as well as the graduates and their families. CCC was represented by Ghassan Oueijan and Nabil Sinno as well as by Jay Nakhleh from Morganti.Control Managers Orientation Course, November 2012 at MOA


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Vocational Training Centre

Oman’s Vocational Training Centre (VTC)G. RAyyA

Saudi Arabia

A. kAiSSi

Vocational training educates learners with jobs that focus on practical applications. It is generally non-academic and it does not deal with theory. A large part of vocational education is concerned with hands-on training and hence there is a link between this type of education and the working world.

The vocational training centre in the Kingdom of Saudi Arabia opened in 2005 and was created as a part of CCC’s Corporate Social Responsibility initiatives directed at the Saudi community.

The centre is intended to train Saudi nationals in various trades in line with CCC requirements in industrial fields and hence to enforce the local market with Saudi semi-skilled manpower.

At present there are eight trades being taught at the Dammam Training Centre: welding, pipefitting, electrical, steel fixing, plumbing, masonry, shuttering and scaffolding. Each trade has its training manual which comprises all the required skills to fully master the trade.

The overall training activity during the years 2005 - 2012 is shown in the tables.

CCC Oman started the operation of the Vocational Training in September 2002 under the auspices of the Ministry of Manpower to train Omani youths in various technical occupations and employ them in our company in line with CCC Oman’s priority to train and employ Omani nationals.

Since 2002, the VTC has trained and employed 1,331 Omanis in 14 different technical occupations such as civil work supervision, diesel mechanics, HSE, surveying, rigging, scaffolding, heavy equipment operators (excavator, dozer and shovel operators), heavy vehicle drivers, carpentry, steel fixing masonry, welding and fabrications. Recently we started new sessions and by the end of March 2013 we expect there will be a further 75 trainees.

To broaden the scope of training, in May 2012 the VTC was awarded PDO’s approval as in-house training provider of five HSE topics in the PDO HSE learning ladder courses, namely: Safety Induction Course (HSE), Awareness & Escape Training (H2S), Initial Fire Response (IFR), Dealing with Hazards & Risks (DHR) and Fire Warden (FW). Since then we have provided training on these topics to many of the WG-CCC

(EMC) labourers at our training centre.

It is undoubtable that the VTC has contributed much to the role and image of CCC in the Sultanate of Oman and assisted in opening the door to further cooperation with the Ministry of Manpower.

Number of trainees graduated per year

Year No. of Trainees Graduated

2005 135

2006 538

2007 418

2008 162

2009 123

2010 140

2011 164

2012 146

Total 1826

Number of trainees graduated per trade

Sr. No. Trade No. of Trainees Graduated

1 Electrical 416

2 Pipefitting 400

3 Welding 327

4 Scaffolding 186

5 Steel Fixing 152

6 Shuttering 143

7 Plumbing 137

8 Masonry 68

Total 1826


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CCC Construction Nigeria Ltd is breaking grounds by becoming one of the leading construction firms in Nigeria especially in the Delta State. The Delta State, an area well known for its massive oil wealth and an area where the government is focusing on infrastructural investment, is expected to have a sustainable demand for qualified construction companies in the coming years. The international country risk rating agency BMI, anticipates a yearly average growth of 8.2 per cent between 2013 and 2017 in the country’s overall infrastructure investment, fueled by the consistent oil income mostly generated from this Delta Region.

CCC commenced its activities in the Delta with the Dualisation of Ughelli Assaba Road Project in 2009. With our team’s dedication and hard work, CCC was able to catch the attention of the people of Delta State as a company who are serious in this business. Our method of operation, progress achieved and the quality of works soon became benchmarks by which the public started evaluating other construction companies in this region. Indirectly we pushed other contractors to work better than before. The overall result benefitted the people in power and thus CCC became the most favoured contractor in the Delta State. Other projects followed in the subsequent years.

The success of CCC in the Delta State is evident by the action of the state government in awarding us Sector A of Ughelli Asaba Road which was earlier awarded to another contractor.

Finally, the most prestigious project for the state, the expansion of Osubi Airport, a multimillion dollar project, was officially awarded to CCC recently.

The success of CCC is the result of collaborative teamwork between the CCC Nigeria Ltd management, its dedicated employees and the continuous support of the government in providing all the required safety and security protection to the company. Additionally, the management team also strives to create good relations with the local communities by properly addressing all the issues they raise. These good relations with the local communities are based on mutual cultural respect. In addition, our ability to deliver quality products has resulted in the present success of CCC with five major projects in hand with a significant business volume.

Projects in HandProjects currently under construction:

• The Dualization of Ughelli-Asaba Road (Sector B) consists of the construction of a 53km new express highway, a 267m long bridge over the Ossisa River and the rehabilitation of the existing 53km road parallel to the new road.

• Asaba Airport: Provision of Obstacle Free Zone: Removing of laterite hill, 1.3 million cubic meters, to facilitate clear visibility for runway approach.

• Asaba Township Roads Project: Construction and rehabilitation of various major roads within Asaba, the capital city of Delta State.

• Dualization of Ughellli-Asaba Road (Sector A): construction of a 43km long new express highway and rehabilitation of the existing 43km road parallel to the new road.

• Expansion of Osubi Airport: construction of a new 4km long runway, taxiway, aprons, control tower, fire station, generator house, fuel yard, hanger for the airforce, perimeter fencing, firefighting systems, electrical for runways, navigational aids and control systems, internal roads and car parking facilities.

• Thus, the Delta region team of CCC Construction Nigeria Ltd, led by Engr. Bassam Kawash, with the continued support and guidance from Area and MOA senior management, has paved the way to making this area the springboard to launch CCC as the largest and most respected construction company in Nigeria.

CCC Nigeria Ltd Delta Projects Team


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CCC in AustraliaAustralia

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Moujally Jabara and I visited our projects in Australia in February and met all our clients: BG, ConocoPhillips and Origin. They were pleased with the status of our three projects as we are confident of their completion dates which are:

QCLNG Narrows - 3Q 2013

QCLNG Export Pipeline - 4Q 2013

APLNG Pipeline - 2Q 2014.

It is true that we had problems at the beginning of our projects, but this is only natural when you work in a new country. Our operations are now under control and we have an excellent relationship with both our clients and partners.

There was a lunch gathering with all the CCC staff in Brisbane and we briefed them on the potential of some of the new projects we are pursuing in Australia which we are optimistic to win this year.


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sGreece-Lebanon Business Council Meeting

Greece

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In the framework of the official visit of H.E. the President of the Republic of Lebanon General Michel Sleiman, the Hellenic Federation of Enterprises (SEV) and the Arab-Greek Chamber of Commerce and Development organized a special meeting of the Greece-Lebanon Business Council at SEV premises on 7 December 2012.

The event was highly honoured by the presence the Lebanese President and H.E. the President of the Hellenic Republic Dr. Karolos Papoulias who addressed the members of the Council and other distinguished businessmen and personalities who attended the meeting.

The Minister of the Economy of Lebanon Mr. Nicolas Nahas and the Minister of Development, Competitiveness, Infrastructure, Transport and Networks of Greece Mr. Kostis Hatzidakis delivered speeches reiterating their intention to closely collaborate and to work upon issues of common interest which will bring the two countries and economies closer.

Welcoming their Excellencies, the SEV Chairman Mr. Dimitris Daskalopoulos underlined that the support to Greece by its European partners as recently expressed at Euro-Group level which ensures Greece’s membership in the Eurozone provides a positive dimension in the Greek economy’s

efforts to get back on track and thus it is the right moment for our Lebanese counterparts to eye the new opportunities which will abound in Greece for profitable activities.

In his speech the Chairman of the SEV Business Council for International Activities Dr. Athanase Lavidas pointed out the traditional links between the peoples of the two countries which allow for win-win cooperation of the respective business communities. He said that entrepreneurship is in the DNA of Lebanese and Greek businessmen,

From left to right: Rashad Mabger, Costis Hatzidakis, Christos Folias, Tawfic Khoury, Athanasios Lavidas, Magdi El Hallawani

From left to right: Michel Sleiman (H.E. President of Lebanon), Karolos Papoulias (H.E. President of the Hellenic Republic),Said Khoury (Chairman of CCC)


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Greece-Lebanon Business Council Meeting

who can be prominent partners for expanding their development plans. Although Lebanon has gone through many devastating situations and Greek enterprises have been affected by drastic recession in Greek economy, they have both proved that they can make it in difficult times, they are visionaries and can compete at international level, and thus they can lead through their strategic partnership in delivering results for mutual benefits.

In his opening remarks the Chairman of the Arab-Hellenic Chamber of Commerce and Development Mr. Christos Folias stressed that for Greece Lebanon is a special partner in the Arab world and their people have for a long time now established friendly relations. He also paid a special tribute to CCC Chairman Mr. Said Khoury (who was present among the honoured guests) by saying that he is an exceptional person of great merit, a true friend of Greece, who has never ceased to offer his full support at all costs.

The Deputy Chairman of CCC Mr. Tawfic Khoury delivered a speech underlining the company’s and his family’s trust and confidence in Greece and its people which have been continuously proved throughout many years. Mr. Khoury mentioned that all Arabs and of course Lebanese have special feelings for Greece which sets the basis for cooperation on the economic front. He announced before H.E. the Presidents of Lebanon and Greece that CCC Chairman Mr. Said Khoury has explicitly given instructions to hire in the company as many Greek employees, engineers and managers as possible, a message which reveals once more special feelings and sound support to Greeks.

From left to right: Christos Folias, Athansios Lavidas, Michel Sleiman (H.E. President of Lebanon),Karolos Papoulias (H.E. President of the Hellenic Republic), Tawfic Khoury (CCC Deputy Chairman)

Tawfic Khoury (Deputy Chairman)


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New

sLessons Learned Meeting

Oman

G. HADDAD

A Lessons Learned Meeting held in February 2013 in Muscat Oman was a delightful experience to cement and emphasise the path forward for the group’s future growth , excellence and success.

This provided another venue for exploring / exchanging ideas among CCC’s top executives while emphasising leadership commitment and management dedication and follow-up to be the road’s map corner stone for the group continued success creation and achievement of operational excellence and strategic targets.

The meeting started with a message from the President (Engineering & Construction) emphasising the group’s commitment to the safety and welfare of all its employees, settlement of ongoing claims and improvement in the group’s competiveness and performance while diversifying CCC’s global presence into new frontiers.

Following the President’s message, attendees sailed through the agenda that was set to discuss improvements related to the following subjects: Sales and Revenue, Cash Flow, Cost Reduction, Productivity improvement,

Potential new fields of work, Potential new areas for operation, HSE, Occupational accidents, IVMS requirements for all Group 5 & 9 equipment including rented and sub contractors vehicles, PMV vision for future monitoring system on all groups of equipment (1 to 9), PMV operation, weekly and monthly progress reports, importance of timely issuing of cost reports, Balance score cards, technical and commercial audits, Quality Assurance and Control, Human Resources, Staff Development and Training, Training Centres, development of local employees, Staff Relocation to new areas, Risk Management, importance of assigning qualified Risk Coordinators with 10 to 15 years experience in all projects, strategic procurement performance and setting goal for procurement from China, Sustainability KPI’s and Reports and the Company Social responsibility initiatives.

The attendees would have circulated the agreed targets by now that will maintain CCC’s role and ranking in the construction industry.


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CCED Gets Extension of OperationsOman

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Consolidated Contractors Energy Development was set up in the Sultanate in 2007. In 2009 CCED and its partners made successful discoveries of oil and managed to commence production in a record seven months.

Production in Blocks 3 and 4 increased from an average of 650 bpd in 2010 to 3,400 bpd in 2011 and to 12,400 bpd in 2012. Current production is up to 15,000 bpd. Although CCC had previously been involved in the oil and gas business (in Yemen), this was first as a partner and then as an exploration operator. With CCED in the Sultanate, this is the first time the group has become an exploration, appraisal, development and production company.

The company has an “Omanization rate” (the percentage of Omani nationals hired) of 70%; it is on track to becoming one of the larger oil producers in Oman and, with estimated reserves of around 100 million barrels, is still appraising and finding more reserves every month.

Said Hamed Al Salmani, Director General of Planning and Studies at the Ministry of Oil and Gas and Chairman of the CCED Joint Management Committee, congratulated CCED on its achievements over such a short time when it was recently announced that CCED had got an extension from the government to operate 27 more years in Blocks 3 and 4.

Chairman Said Khoury with H.E. the Minister of Oil and Gas Dr. Mohammed Bin Hamed Al Rumhy

Presenting a gift to H.E. the Minister

From left to right: Ramzi Khoury, Marwan Salloum, CCC Chairman Said Khoury, Shahrokh Etebar, Sir Richard Giordano, Wael Khoury,H.E. the Undersecretary to the Minister of Oil and Gas Nasser Al Jashmi, Mahmoud Zeibak, Hamad Al Manthery (Ministry of Oil and Gas),

Fathi Alaadin, Colonel Salim Al Jafari, Mahmood Al Jamaey.


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CSR News Reportt. AwAD

Contribution to CSR InitiativeCCC Staff are encouraged to come up with ideas and activities related to CCC’s CSR Initiatives including Going Green and community involvement events. Please send your ideas, initiatives and achievements to “CSR-CCC” email address [email protected].

EgyptE-Shop

CSR Egypt has set up an e-Shop/e-Market initiative for publishing internal classified ads where CCC Egypt staff only could buy and sell items through a dedicated e-mail address [email protected] which was set up for the purpose. The initiative turned out to be very successful and details about its operation will be published in the next Bulletin issue. This is an initiative which could be implemented in other areas too.

GreeceClothing Collection Campaign

The MOA CSR Committee launched a Clothing Collection & Donation Campaign last November on behalf of CCC Employees which turned out to be a success. The quantities received were appreciable; the items were sorted out into men’s, women’s, children’s and infants’ clothes, blankets and other items that were consolidated into 70 fully packed big boxes. The distribution and deliveries were made to six needy institutions in Greece and the recipients greatly appreciated the donations and conveyed their thanks to CCC and the donors.


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CSR News Report

Food Drive Campaigns

Several food drive campaigns were organized by MOA CSR Committee that were delivered to St. Olga’s Church, Keratsini Church Old Age Home and Mazi Gia to Paidi which is a main organization for kids. The donations consisted of various dry food items including pastas, rice, oil, sugar, milk and others.

Old Age Home in Athens

The Old-Age Home in Ampelokipi, Athens received a generous donation from the MOA CSR Committee which consisted of small fridges, blankets, pajamas, nightgowns, and socks for the benefit of its 180 occupants, both men and women. The administration of the home really appreciated the contribution and sent a letter expressing their gratitude.


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CSR News Report

Fourth Reforestation Campaign

A surprisingly sunny Sunday morning of March found CCC’s Volunteers once again on Mount Pendeli to take part in the Fourth Reforestation Campaign. It was early spring and the occasion gave the opportunity to around 45 volunteers to enjoy a couple of hours’ physical work in the beautiful natural environment of Attica. Following up last year’s activity another 1,000 trees of various species were planted.

The enthusiasm was once again triggered by the wide participation of the employees’ children of all ages that led the way, setting an example. The highlights of the event included freeing a buzzard in its natural habitat after its medical treatment by Anima (Association for the Protection and Welfare of Wildlife) as well as donkey rides for the young volunteers.


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CSR News Report

JordanJob Fairs

Job Fairs get organized regularly in Jordan in which CCC always take part to select potential graduate candidates for future recruitment.

TanzaniaTunduma Orphanage

The Tanzania CSR Team visited the Tunduma Orphanage to support them with safety training and to hand out gifts. The visit was well appreciated by the management of the orphanage as well as the children themselves.


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Australian Biosecurity AwardZ. GHANtouS

The MCJV was actively involved in managing a situation which, if allowed to escalate, could have had a determinant effect on the project in terms of camps and accommodation. Camp 1 units were purchased from Thailand and underwent the required quarantine process in Thailand (spraying, wrapping the units in plastic and so on) and then underwent inspection in Australia by AQAIS (the Australian Quarantine

and Inspection Service) and were cleared.

During their installation, however, exotic Siamese snails were discovered in some of the units and the MCJV proactively and successfully managed the situation along with APLNG and AQAIS.

On 14 March 2013, the company put out a press release announcing that the Environment Management Team from Origin/APLNG Pipelines

has recently received an Australian Biosecurity Award. The team received the award on 5 March at the National Convention Centre, Canberra. The award was in recognition of their cooperation and coordination in assisting the Department of Agriculture, Fisheries and Forestry (DAFF) manage the exotic Siamese snail detections on the prefabricated buildings from Thailand.

Congratulations to everyone involved in achieving this award.

Brett O’Donovan MCJV, Warren Twist and David Johnson from APLNG


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The Hassib Sabbagh Academyj.DouMANi & A. SAbbAGH

Hassib Sabbagh AcademyA memorandum of understanding was signed in January 2013 between CCC and the BALQA’ Applied University of Jordan to renovate, develop and upgrade an existing building on their campus at Marka and develop an Occupational Health & Safety Programme based on international standards.

The Health, Safety and Environmental curriculum is being developed with the Red Rocks Community College, Rocky Mountain Education Center of Denver, Colorado which is the authorized OSHA Training Institute for Region VIII for the U.S. The curriculum and Train the Trainers Courses are being funded by a grant from the Higher Education for Development (HED) and USAID of Washington D.C.

Renovation is expected to be completed by summer 2013 and classes are expected to commence in September 2013.

Piping Supervision & Technology Training ProgrammeThis programme was designed and delivered by CCC/Morganti and held at the Al Husson College/Al BALQA’ Applied University in Irbid, in collaboration with the Ministry of Labour of Jordan, USAID, Peace Corps and the Employment Technical and Vocational Education and Training Fund (ETVET) under a Public Private Partnership (SHARAKA) initiated by CCC & USAID.

The programme was inaugurated in 2010 and its duration is one complete academic year. Its students are all associate degree holders from community colleges in Jordan. CCC provided the curriculum, trainers and workshops and so far 54 supervisors have graduated.

Pipe Welding and Fabrication Programme (SAHAB)As a public private initiative of CCC, the Ministry of Labour in Jordan and the Jordanian Vocational Training Corporation,

a programme to train pipe welders and pipe fabricators was inaugurated in 2007, resulting in the training and employment of hundreds of pipe welders and fabricators.

CCC provided the curriculum, trainers, machines and workshops and the number of graduates to-date stands at 760 welders and 213 fabricators.

Land Surveyors Training with EFE/JCEFCCC in agreement with the Washington based Education for Employment Foundation (EFE), developed and delivered a programme in Jordan to train and employ land surveyors.

CCC contributed to the programme in providing the required curriculum, trainers and equipment for the course. To date 41 land surveyors have graduated from the course.

The National Employment Campaign “Kolona Shoraka” - Direct Employment InitiativeCCC represented by Suheil Sabbagh signed an agreement with the Ministry of Labour in January 2013 to secure the direct employment of Jordanian citizens at CCC projects in Saudi Arabia and the Gulf.

In appreciation for CCC’s contribution to this national campaign, a certificate of appreciation was awarded by His Majesty King Abdullah II and handed over to CCC by H.E. the Minister of Labour.

At the Vocational Training Centre, Jordan


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Baby Girls

Sakthivel Selvakumar (DMIA Project, Oman) and his wife Rajapriya are delighted to announce the birth of their first baby, a girl called Manishika. She was born on 18 August 2012 in Chidambaram, Tamil Nadu, India and the entire family is very happy with the new arrival.

Mohammad Kiswani (DFM Project, Oman) and his wife Nisreen wish to announce the birth of their first daughter named Jouri. She was born on 8 October 2012 in Amman, Jordan.

Siju Varughese (DMIA, Oman) and his wife Ancy are pleased to announce the birth of their baby girl named Evana Ann. She was born on 9 October 2012 in Tiruvalla, Kerala, India.

Adeel Haider and his wife Fozia Adeel would like to announce the birth of their first baby girl named Urwa Adeel on 25 October 2012 in their home town, Gujarat, Pakistan.

Jinson Poruthur (DMIA Project, Oman) and his wife Jisna are happy to inform us of the recent arrival of baby daughter Janice Rose. She was born on 28 October 2012 in Thrissur, Kerala, India.

Charles Tannous (DMIA Project, Oman) and his wife Grace Haddad are extremely pleased to announce the birth of their wonderful, cute baby girl Reine. She was born in Thoum-Batroun, Lebanon on 25 November 2012.

Basem Nofal (QFIS Project, Qatar) announces that his wife Rasha has given birth to a daughter called Tiya. She was born on 6 January 2013 in Doha, Qatar.

A baby girl has been born to Huzaifa Mansuri (DMIA Project, Oman) and his wife Nazima. She was born on 12 January 2013 in Ahmedabad, India and her name is Haaniya.

Jameelul Ameen (DMIA, Muscat) and his wife Sabna are pleased to announce the birth of their second baby, a girl named Aisha Ziya. She was born on 18 January 2013 in Kerala, India. All the family are very happy with the new arrival.

Ahmed Al Dini (RKPP, Saudi Arabia) and his wife Farah would like to announce the arrival of their first beautiful girl called Retal. She was born on 11 February 2013 in Amman and all the family and friends in Jordan and Saudi Arabia are delighted with the new arrival.

Baby Boys

The happiest day of his life: 7 December 2012 when his son was born. The proud father: Moinuddin Kasimali Shaikh (BOP, Qatar); the mother: Salma and baby’s name is Hussain, born in Mumbai, India.

Ahmed Abouelenein (Wood Group-CCC, Oman) and his wife are very pleased to announce the birth of their second baby boy named Youssef. He was born on 12 December 2012 in Cairo, Egypt.

Hilmi Anabtawi (WGCCC, Oman) and his wife Zena are very happy to announce the birth of their second baby boy named Rayan. He was born on 16 December 2012 in Amman, Jordan.

News from Shanghai Representative Office: Mark Ma (civil engineer) and his wife Yan Li had a baby boy named Ziheng Ma. He was born on 9 January 2013.

Nikhil (PSF Project, Saudi Arabia) and his wife Shigi Mol are very pleased to announce the birth of their baby boy named Aadil Krishna who was born on 14 February 2013 in Cochin, Kerala, India.

Engagements and Marriages

Tony Thomas (RKPP Project, Saudi Arabia) is pleased to announce his marriage to Blessy Ani Thomas on 19 November 2012 in his hometown, Pathanamthitta, Kerala, India.

With plenty of happiness and surrounded by loved ones, Rafat Saqer got engaged to be married to Alaa Sami Mhanna on 18 December 2012 in Gaza, Palestine.

Lithin Thomas (WGCCC, Oman) is happy to inform us that he got married to Shairose on 30 December 2012. The wedding took place in Irinjalakuda, Kerala, India.

Samer Kablaoui (Sicon Oil & Gas S.p.A.) and Jouana Bin Ahmad are glad to announce their wedding which took place on 29 December 2012 in Beirut, Lebanon.

Adeel Irshad from the JHAP Project in Saudi Arabia is happy to inform us that he got married to Shagufta James on 12 January 2013.

28 January 2013 was the happy day when Anas Badar (Barzan Onshore Project, Qatar) got married to Remziya. The ceremony took place in Adoor, Kerala, India.

Muhammad Adil Irshad (EMC Wood Group-CCC, Oman) got married to Madiha in Fateh Pur Layyah, Punjab, Pakistan. Their happy day was 1 February 2013.

APLNG Pipelines AUSTRALIA

Queensland

bulletin

The 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 -> About Us -> Our News -> Quarterly Bulletin

PRODUCTION Jeannette Arduino

Nick Goulas

Georgia Giannias

Alex Khoury

Samer Elhaj

PUBLIC RELATIONS Samir Sabbagh

EDITORS Samer Khoury

Zuhair Haddad

Nafez Husseini

Damon Morrison

Quarterly Magazine of Consolidated Contractors Company

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