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CCC in the Commonwealth of Independent States

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.

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EDITORS Samer Khoury

Zuhair Haddad

Nafez Husseini

Damon Morrison

PUBLIC RELATIONS Samir Sabbagh

PRODUCTION Jeannette Arduino

Nick Goulas

Georgia Giannias

Alex Khoury

Samer Elhaj

Quarterly Magazine of Consolidated Contractors Company

Issue 104December 2012

45

Refl

ectio

ns

Bulletin Issue 104 | December 2012 Bulletin Issue 104 | December 2012

When We follow Passion, success Will follow UsDr. riaD Elhaj

KAZAKHSTANAstana

Baiterek Complex

“Years may wrinkle our skin, but only low passion will wrinkle our soul.”

How we define passion: “It is the invisible energy with visible effects.” It is a measure of how much we are motivated; it is the differ-ence maker; it is an indicator of how we see ourselves. And how we see ourselves deter-mines how we see others and how we interact with them.

The passion level of the individuals in any company precedes and predicts the perfor-mance and the effectiveness of that company, regardless what is that company. Nothing great was ever achieved without passion. With high passion, self- discipline becomes more attainable and our internal flame will be ignited to sustain the power of our decision making within us. “Having no passion will deplete us, while mis-placed passion will destroy us.”

The culture of CCC, which is the DNA and the personality of our company, has always emphasized the role of the high level of pas-sion regardless who we are and where we are. The high passion at CCC has led to growth and then growth has led to more passion. The high level of passion in our company has been central at every point in time to reflect how strong

and effective our company has been; it has guaranteed the high flow of energy needed by the company to perform and grow, and to go

to the end of the world; to reach its goals and build better relations and communica-

tions with others. Fig.One gives us some tips that may help enhance the level of

Passion.

Our passion will be enhanced and become visible when our people do their work with might and excel-lence; putting their whole soul into it. They act with energy and faithfulness. When they contrib-ute to and enhance the company culture that determines our suc-

cess, capacity and effectiveness; and when the values and principles are

exercised to increase the recognition, the excellence and commitment of our

people. Fig. Two shows some effects of high passion.

With our effort to enhance the awareness of building a high level of passion, we empower our people, who will in turn empower us. This will change us and it will increase our level of invisible ceiling that helps our people and our company to grow and to go higher and higher where the sky is the limit. With passion we will keep the momentum high and we will put the “second to none” mentality into real practice.

When we follow passion, success will follow us.

Passion Building

Effects of Passion

C C CBulletin Issue 104 | December 2012 Bulletin Issue 104 | December 2012

Cont

entsFrom the Desk of... 2 Tawfic S. Khoury

Mailbag 3 Letter from ... Oussama Chaar

Recent Awards 4

Quality Management 5 Management Review Mounir Soufyan

Feature 10 The Commonwealth of Independent States Bulletin Editors

15 Galkynysh Gas Field Development Project, Turkmenistan Fadel Yafawi

16 Hook-Up Project, Kazakhstan Ramzi Barghout

17 CCC Uzbekistan Ramzi Barghout

18 Astana City, the Heart of Kazakhstan Zhasaral Imandossov

22 Kazakhstan: The Technology & Innovation Centre of Excellence Ghazi Anouti

23 The Third Kazakhstan-UK Supply Chain Programme Ramzi Barghout

24 Corporate Social Responsibility in Kazakhstan Fadi Mustafa

26 Kazakhstan Touristic Locations Kalysh Sarsenbayeva

27 Kazakh National Dishes Kalysh Sarsenbayeva

Area News 28 Palestine: The Bethlehem Development Foundation Basma Alhusseini

30 Greece: The First Greece/Palestine Economic Conference Magdi Halawani

32 UAE: Arabian Business Awards Sohel Ghorayeb

33 Morocco: Memories of Tangier Rola M. Khalifeh

Health, Safety & Environment 34 CCC Qatar Hosts ENCORD HSE Workshop Elie Abou Jaoude

36 IPLOCA Awards Elie Sawwan

Sports & Leisure 37 CCC UAE Games Wissam A. Al-Khatib / Muhammad Nabi

Corporate Social Responsibility 38 CSR News Report Tony Awad

40 Egypt: Zewail City for Science & Technology Ahmed Refai

40 Egypt: Healthy Living Initiative Serene El Kreidli

41 Greece: Road Safety as Experience by the Children of CCC Tony Awad

MOA Christmas Party 42

Milestones 44 Announcements

Reflections 45 When We Follow Passion, Success Will Follow Us Dr. Riad Elhaj

C C C Bulletin Issue 104 | December 2012 Bulletin Issue 104 | December 2012

From

the D

esk

oF...

TAwFiC S. KHOuRyDEPuTy CHAiRMAN

It gives me great pleasure to write this message on the verge of closing this fiscal year which marks CCC’s 60th anniversary. We are ending this year with good results, planning for similar results next year and that the company is well positioned for suitable growth and success in the future. The CCC family and its culture have overcome many local, regional, and global challenges and difficulties that made us all stronger, wiser and more capable. Rightly so, I’m proud CCC has maintained its leadership role in its areas of operations with the continuous commitment to excellence, loyalty and hard work of each and every member of the CCC family.

The success, growth and maturity that CCC has achieved in the past 60 years brought with it internal and external risks and challenges that require us all to analyze and redefine our competitive advantages so as to re-enforce our solid foundations.

In today’s highly competitive and uncertain environment, CCC should maintain its leadership role by seeking greater efficiency, innovation, quality and best safety records. I call upon you to continuously strive for improvements in our operations and systems, to solidify CCC’s status as our clients’ dependable and hence preferred contractor, so as to support and maintain the growth of CCC’s market share in every segment and geographical area.

Internally, the CCC family culture and values that led the last 60 years of success have to be re-emphasized so as to address improvement at the same time leverage on our strengths in all disciplines in order to benefit CCC’s stake holders from the opportunities that lie ahead.

My deepest appreciation goes to everyone in the CCC family on the success achieved and I am eagerly looking forward to positively and actively adding my support, help and to guiding the new generation to ensure it gets ready to lead in the company management and preserve the CCC family core values for the decades to come.

Happy New Year.

3C C CBulletin Issue 104 | December 2012 Bulletin Issue 104 | December 2012

I came to MOA in September 2012 to attend a Controls Management course.

It took me no time at all to feel comfortable and to be like a member of

this ‘family’.

Many activities helped me blend in and make lots of new friends, like

volleyball and table tennis training sessions; the Karavi beach volley

tournament and finally the Hellenic Corporate Games.

The Hellenic Corporate Games were held on 12-13 October 2012. The

aim of this event is to bring together companies, employees, sport

organizations, NGOs and the public by facilitating social exchange and

health improvement through sports and recreational activities within

the company environment. CCC competed in the basketball, football, beach

volleyball, table tennis and bowling competitions. It was such a wonderful

experience where I got loads of memories and enjoyed the CCC team spirit.

I represented CCC along with other players in the table tennis competition

and came back with a gold medal. Watching the faces of my colleagues

cheering and standing beside me is a special moment that I will never

forget. It was a great honour to represent the company in this event and

absolutely gave me great motivation to participate in future competitions.

I would like to take this opportunity to congratulate all the CCC

employees that took part in the 2012 Hellenic Corporate Games and their

sporting spirit. Special thanks go to Samir Sabbagh for his support and to

Maria Vassilopoulou for her great efforts in making our participation a

success.

Oussama ChaarLNGB Project, Papua New Guinea

mailbag


Rece

nt Aw

ARds

AI Mahaj R/A InterchangeOman

The project has two components: main and optional works. The scope of work for the main works comprises the design

and construction of the following elements:

• Al Mahaj Interchange.

• 100m long Wadi Bridge at station 102+200.

• 20-cell reinforced concrete box culvert at station 103+500.

• Secondary road in Al Amerat from the Bawshar Al Amerat road roundabout.

• The scope of work for the optional works comprises the design and construction of the following elements:

• Third laning of Amerat Quriyat road between graveyard R/A and proposed Al Mahaj interchange.

• Remaining cross drainage improvement works.

• Several box culverts are to be constructed along the existing road.

The client is The Ministry of Presidential Affairs (MOPA). The contract was awarded on 22 October 2012. The project start is 22 October 2012 for a duration of about 2 years ending on 11 October 2014.

Wasit Gas Development ProjectSaudi Arabia

Inlet and Gas Processing Facilities PKG #1 comprises the following main areas: inlet separator, sour water/rich solvent

area and related loading area, MEG storage area, AGR/TEG storage area, sulfur handling facilities (partial) and flare KO drum area (partial). It includes all civil, buildings (S/S, PIB and three shelters), mechanical, piping, E&I, painting and insulation and precommissioning works.

The client is SK Engineering and Construction and the owner is Saudi Aramco.The contract was awarded on 30 November 2012. The project start was 1 December 2012 for a duration of 27 months ending on 28 February 2015.

Multipurpose Hall at Lusail Sports ClubQatar

This project (Package 1) comprises the enabling works (site facilities, hoarding, dewatering and site clearance) and

substructure works (excavation, concrete foundations and basement and waterproofing) at Lusail Sports Club.

The client is Qatar Olympic Committee (QOC) and the consultant is ASTAD Engineering Consultancy and Project Management Company. The contract was awarded on 4 November 2012. The project start is 6 November 2012 for a duration of about eight months ending on 4 July 2013.

CCC House - Al Ersal CentrePalestine

The project is to construct a main building (13 floors) within Al Ersal Centre in Al Bireh, Palestine. Total built area ~

21,586 m2. The building will accommodate the main offices of CCC, Morganti, BIM and PPGC. The remaining areas will be offices and commercial spaces for sale.

The client is Arduna Real Estate / PIF and the consultant is Khatib & Alami. The concept design was concluded on 30 January 2012. The detailed design was finalized on 9 September 2012. The building permit was issued on 16 November 2012. The project start was 17 November 2012 for a duration of two years ending on 31 October 2014.

Golf Club de Guediawaye-Carrefour Tivaouane PeulhSenegal

VDN, 3rd Section (including Slip Access road to the village of Tivaouane Peulh). The project is divided into two sections:

Lot 1A and Lot 1B. Lot 1A is an 8.7km long, two-lane dual carriage way 7.30 m wide each. Works involved are clearing and grubbing, demolishing existing structures, cutting and filling, subbase, cement stabilized base course, hot mix asphalt concrete and double surface dressing. Concrete works consist of box culverts, side drains, curb stones, New Jersey barriers, three overhead bridges, electric posts and erosion protection.

Works in Lot 1B are the same as Lot 1A, except the bridges.

The client is Ageroute - Senegal. The contract was signed and approved on 25 October 2012. The project start is 27 December 2012 for a duration of 18 months ending on 27 June 2014.


Qual

ity M

anag

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Management ReviewMOuNiR SOuFyAN

IntroductionSenior management will review the organization’s quality management system at planned intervals to ensure its suitability, adequacy and effectiveness. This review will include assessing opportunities for improvement and the need for a change of the quality management system, including the quality policy and quality objectives. This is a direct responsibility of the senior manager and cannot be delegated to any other staff member. The management review is illustrated in chart 01. It is not by chance that the management review is an essential requirement for ISO 9001 certification.

The management review is a process that supports continual improvement and contributes to the success of the organization; however, it is often misunderstood and underutilized. The management review goes beyond daily or weekly project works that are important to the day-to-day operations of any project. Management reviews focus on global issues and trends, root-cause analysis and corrective and preventive actions for the purpose of continual improvement.

General Requirements for Data Collection and AnalysisThe management review process should be carried out based on reliable feedback information from areas of concern. The areas of concern may be classified in the following manner:

Customer FeedbackFeedback related to customer perception of quality or to customer satisfaction is more related to projects: this may be identified as a result of daily communication with customers. We need to collect data directly and indirectly that affect customer satisfaction. Customer feedback may be collected from minutes of

meetings, correspondence, complaints, level of rejection of works and materials, claims,

reports and so on.

Internal Feedback from the OrganizationInternal feedback within the

organization is very important; creating a perfect management

system for the project is not enough. Other aspects of

the organization are very important to have a

successful management system; one of the most important aspects is the human resources practice, motivation

or de-motivation of employees. Are our

employees going the extra mile to achieve our objectives?

The workplace should be a place of joy where employees are happy

to stay and work. Employees should understand to what extent their work

is contributing to the overall success of the organization. Therefore, information

related to employees’ satisfaction is also important in the overall management

process and should be discussed in the management review process.

Feedback Related to Products and ServicesThis feedback can be classified into two major sources:

• Feedback related to Products and Services

Products and services are measured on a continuous basis either by full inspection and testing or by applying statistical process control depending on applicable

Quality Management SystemQuality Policy

Objectives and Targets

ManagementReview

Qual

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& im

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Quality Managem

ent System should be enable

the organization to meet custom

ers’ need, its

own needs and those of stakeholders.

Effectiveness

Adequate to produce the

intended results

AdequacySufficient to satisfy

specified requirements

Chart 01Chart 01


Qual

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tManagement Review

codes and standards. Overall performance of this operation must be reported during management review.

• Feedback related to Process Improvement

This feedback is applicable to technical processes used for making the product or service and also applicable to business

processes used in obtaining a product or service, such as, the engineering process, the purchasing process or the material approval cycle. Such information must be analysed and evaluated to ensure that every single process can deliver the desired output.

Business Plan

Business Plan and Corporate

Business Results are included in

the Management Review at

Corporate Level

Business Results

Corporate

Projects

Quality Records

- Process Control

- Product & Service

- Customer Complaints

- Warranty Claims

- Design & Engineering Records

- Procurement Records

- Construction Records

- Testing & Commissioning

- Suppliers & Subcontractors

- Training Records

- Other Activities

Trend Analysis

Root-Cause-Analysis

Corrective Action

Preventive Action

Change Requests

Projects

Data Analysis and Presentation

Management Review Process

Goals & Objectives Output ReportCorrective Actions

Improvement Plans Chart 02


Qual

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Management Review

Feedback Related to Quality Policy and Objectives

Quality PolicyQuality policy consists of many statements that represent the beliefs and philosophy of the organization in relation to a management system with major emphasis on quality. The following aspects should be considered during the management review process: Firstly, is the policy adequate for our purposes; secondly, is it distributed and understood by all concerned personnel; thirdly, is it implemented across the organization?

Quality ObjectivesQuality Objectives are qualitative in nature; however, key performance indicators are introduced to measure quality objectives. Therefore, they are easy to measure. Usually, measurement is carried out on a monthly basis. It is also recommended to have a graphic presentation to show the change in trend.

Suppliers’ and Subcontractors’ PerformanceMost of the projects are dealing with a large number of suppliers and subcontractors. Performance of suppliers and subcontractors has a major effect on success or failure of any project. Therefore, the contractor should introduce a method of performance measurement and the results of performance measurement must be considered in the management review process for the purpose of improvement.

How to Collect InformationThe management review falls within “Management Responsibility – Section 5” of the ISO 9001:2008 standard. This section provides the maximum value for the organization if properly implemented.

When collecting the data the following steps should be followed:

• Identification of data relevant to customer satisfaction.

• Method of collection of data.

• Method of analysis of data.

• Methods of reporting of data.

• Method of presenting of data for the management review process.

In general, the data should include:

• The actual situation and desired situation for specific period of time

ϡ Gap analysis

• The history of data for a longer period of time:

ϡ Trend analysis showing positive or negative trend.

The management review is carried out by senior management of the organization or the project; therefore, the information should provide an accurate summary and charts related to the situations described in the above section General Requirements for Data Collection and Analysis. Tables and numbers should be avoided if possible and instead charts and figures should be used.

The management review does not deal with daily problems; this is carried out by department managers on a daily basis. Management reviews should deal with major issues vital to the project that affect customer satisfaction and may also affect company reputation. Management review deals with issues important to customers and based on actual feedback (“Management by Fact”) in accordance with the ISO 9000 standard Principle 7 - Factual Approach to Decision Making.

Management of the project or the organization should seriously consider the management review as one of the most important processes for the project as well as for the organization. It is one of the major processes for improvement leading to customer satisfaction and commitment. An example of data collection and analysis is illustrated in Chart 02.

The Management Review ProcessThe management review process must be documented in accordance with the quality management systems requirements in the ISO 9001: 2008 standard. The following main activities, as a minimum, should be described in a documented process:

Scope and PurposeThe scope and purpose of the management review process must be clearly identified.

Responsibility and AuthorityResponsibilities and authorities must be identified, for example, the identification of relevant information, collecting and analysis of information, presenting of information for management review process. For the projects, the process owner is the project manager.


Qual

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MethodologyThe following steps are recommended for the implementation of the management review process:

Step 1The first step of the management review process is to establish the frequency at which the management review should be carried out. High frequency should be avoided to allow for enough data for collection and analysis. Low frequency should be also avoided to allow for management systems’ development and implementation. The practice for conducting a management review at the project level is usually every six months.

Step 2Identification of data for collection is usually carried out by department managers in coordination with the project manager. Analysis of data should be carried at the departmental level.

Step 3Data collection and further analysis to identify trends is carried out by the project Quality Department. This process is followed by the final preparation of the input report for the management review process.

Step 4The usual practice is to present the input report at a management review meeting chaired by the project manager. In order to have an effective and efficient meeting, the blame culture should be avoided; the attendees should concentrate on finding permanent solutions for any reported problems.

Step 5Preparation of an output report with an action list identifying the problems, the proposed solutions, the responsible persons and the time frame for completion is carried out by the project quality manager. (Although most of the work for the management review process is carried out by the quality department, the management review process falls within the responsibilities of the project manager.)

Step 6Actions completed by department managers, with supporting documents, will be forwarded to the project quality manager. In turn, the project quality manager will conduct a follow-up, update the action list and forward it to the project manager. The whole cycle is completed by closing all items on the action list. The completed action list will be included in the input report for the next management review

meeting. The above process is illustrated in chart 03.

“Are we in complete agreement then?”


Qual

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Management Review

QUALITY MGR./ENG. DEPARTMENT MANAGERS PROJECT MANAGER

Prepare Management Review Schedule

Start

Forward to DCG for Distribution inAccordance with Distribution Matrix

Identify Input to Management Review

Prepare ManagementReview Agenda & Forward to

Project Mgr.

Example of Meeting Agenda:- Quality Policy & Objectives- Construction Issues- Non-conformance Reports- Quality Records

- HR Practices- Engineering & Procurement Issues- Audit Reports- Subcontractors & Suppliers

- Client / Company Complaints- Employees Satisfaction

Conduct Review

Approved

Forward to DCG for DistributionProvide Data for Management Review Input Report

Finalize Input Report & ManagementReview Meeting Agenda and Forward

to Project Manager

Forward Input Report & Agendato Department Managers

Arrange for ManagementReview Meeting

Chair Management Review Meeting

Conduct Management Review Meeting.Review Previous Management Review Report and Action List.

Review Input Report. Recommend Actions for Outstanding Items & New Items

Assign Responsibilities for Actionand Date of Completion

Prepare Management Review OutputIncluding Action List

Forward to Project Manager and toDepartment Managers

Take Necessary Action to Close all the Items Before the Time Specified in the Action List. All Supporting Documents Relatedto Closing Action List Items shall be Forwarded to the Quality Manager

Action List Includes:- Description of Items- Name of Persons Responsible for- Target Date for Closing

- Recommended Solutions- Corrective Actions- Status

Update Action List

Close Action List Ensure that Action Items are Closed inTime as Specified in the Action List

End

FLOWCHART

KEY

Activity

Document

Meeting

Decision

Input

Direction

No

Yes

1

2

3

45

6

78

9

10

11

12

13

14

15

16

18

20

17

19

Chart 03


Feat

ure

The Commonwealth of Independent StatesSub Title

BuLLETiN EDiTORS

IntroductionThe Commonwealth of Independent States (CIS) is a free association of sovereign states formed in 1991 by Russia and 11 other republics that were formerly part of the Soviet Union.

The Commonwealth of Independent States had its origins in 1991, when the elected leaders of Russia, Ukraine and Belarus (Belorussia) signed an agreement forming a new association to replace the crumbling Union of Soviet Socialist Republics (U.S.S.R.). The three Slavic republics were subsequently joined by the Central Asian republics of Kazakhstan, Kyrgyzstan, Tajikistan, Turkmenistan, and Uzbekistan, by the Transcaucasian republics of Armenia,

Azerbaijan and Georgia, and by Moldova. (The remaining former Soviet republics-Lithuania, Latvia, and Estonia-declined to join the new organization.)

The CIS formally came into being on 21 December 1991 and began operations the following month,

with the city of Minsk in Belarus designated as its administrative centre. In August 2008, following an escalation of hostilities between Russia and Georgia over the separatist region of South Ossetia, Georgia announced its intention to withdraw from the CIS. The

withdrawal was finalized in August 2009.

The CIS’ functions are to coordinate its members’ policies regarding their economies, foreign relations, defense, immigration policies, environmental protection, and law

enforcement. Its top governmental body is a council composed of the member republics’ heads of state (i.e., presidents) and of government (prime ministers) who are assisted by committees of republic cabinet ministers in key areas such as economics and defense.

The CIS occupies most of the territory that once constituted the Union of Soviet Socialist Republics. From the Eurasian Pacific to the doorsteps of Europe, the Arctic Circle, and the deserts of Central Asia, this vast land mass encompasses 12 time zones, some

350 million people, and more than 100 distinct ethnic groups including

all the world’s major religions and at least three major linguistic communities (Slavic, Turkic, Farsi).

The CIS remains dominated by the Russian Federation, which maintains its influence through economic, political, and defense ties, as well as popular culture that continues to predominate within the region. Russia is currently a major energy supplier to many CIS states, giving it considerable political muscle in the region. The region’s shared political heritage, together with the fact that many present-day leaders in the CIS governments and economies were also in positions of authority during the Soviet era, means that much formal and informal coordination continues to exist among and between member states, despite some political differences. On some occasions, this coordination has led to the adoption of similar approaches in legal and political development. Furthermore, the loose, informal coordination among officials is helped along by the fact that most countries share the same legal tradition, as well as similar organizational characteristics of the security forces and the distribution of powers among the judicial, executive and legislative branches of government.

CCC’s involvement with CIS began in 1999 with the Karachaganak Gas Oil & Separation Plant Project. Since then, numerous projects have successfully been completed in Kazakhstan, Turkmenistan, Azerbaijan and Uzbekistan. CCC has a representative office in Moscow and has hopes of greater business development in the whole CIS region. Read more about CCC and CIS in the following pages.


Feat

ure

Galkynysh Gas Field Development ProjectFADEL yAFAwi

The Galkynysh Project in Turkmenistan is one of the largest gas field development projects in the world, based on the enormous proportion of gas that will be extracted from the field after its completion.

The Galkynysh gas field is located in the Republic of Turkmenistan, Mary Province (Welayat) approximately 75km south east of the provincial capital of Mary and 360km south east of the capital city, Ashgabat.

The project consists of the installation of facilities to produce 10bcma (billion cubic meters annually) of sales gas, from 40 production wells. The gas will be treated in a central processing facility. It is an EPC project awarded by the government concern Turkmen Gas (client) to Petrofac International UAE Limited (PIUL) the main contractor and Consolidated Contractors Group Inshaat Ve Taahhut (CCGI) is the construction sub-contractor to PIUL.

CCGI’s Scope of WorkThe project covers the full scope of works including project management engineering, construction of civil, steel structure, piping and equipment installation, electrical, instrumentation, telecommunication and pre-commissioning of all installed facilities.

The facilities will contain the north-south main pipe rack, trains 1 & 2 (4 fingers) and each finger will produce 2.5bcma of sales gas.

Construction QuantitiesCivil and building works - 32,232m3.

Structural steel erection - 15,724mt.

Piping works - 302,000 inch dia.

Painting works - 22,600m2.

Fireproofing - 28,420m2.

Insulation: Equipment - 14,722mt.

Insulation: Piping - 134,257mt.

Electrical: 690km.

Instrumentation: 441km.

Telecom: 44km.

Quality ControlThe highest international standards of quality are implemented and assured throughout the installation. All works are subject to meticulous stage/phase inspection/acceptance by the main contractor and the client. This includes visual inspection of all materials at the point of arrival

at the site, up to the final pre-commissioning and handover. The government authorities and standards board are fully involved at all phases.

Health, Safety, Security & EnvironmentExcellent record figures have been achieved regarding Lost Time Incidents/Injuries (LTIs) to date. This is due to the adoption and implementation of the highest standard of HSE practices and personal protective equipment, as well as regular training sessions. CCGI is providing extensive training courses to the locals to increase their awareness of HSE.

Total man hours without LTIs - 12,896,184

Number of observations - 3,040

Number of LTIs to date - 3

Number of near misses - 349.

HSE Incentive Scheme and Certificate DistributionIn addition to the comprehensive campaign of HSE training sessions for all aspects of construction given to all the workforce, the following further programmes were offered:

Site Safety Induction - 9,155 attendees.

Safety Harness Inspection - 8,395 attendees.

Confined Space Awareness - 8,517

Defensive Driving - 412 attendees.

Fall Protection (Working at Height) - 728 attendees.

Black SeaCaspian

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BANGLADESH

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IRAQAFGHANISTAN

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QATAR UNITED ARABEMIRATES

OMAN

TURKMENISTANUZBEKISTAN

KYRGYZSTAN

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K A Z A K H S T A N

Kabul

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Manama

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Cairo

Tbilisi

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BaghdadTel Aviv-Yafo

Jerusalem Amman

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Kuwait

Bishkek

Beirut

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Kathmandu

Muscat

Islamabad

Doha

Moscow

Riyadh

Damascus

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Ashgabat

Kyiv

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Tashkent

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Feat

ure

Hook - Up ProjectKazakhstan

RAMzi BARgHOuT

Kashagan Oil FieldDiscovered in July 2000, Kashagan has been described as the largest field found in the past 30 years, the largest outside of the Middle East, with a projected output close to that of the Ghawar field in Saudi Arabia.

The field is being developed by a group of partners including Shell, Exxon Mobil, Total, ConocoPhillips, the Kazakh state-run oil company KazMunaiGas, INPEX and AgipKCO (Eni). Eni is responsible for Phase I of the field’s development, while Shell is responsible for production operations.

Geology of the Kashagan Field & Kashagan East 1 & West 1 Discovery WellsKashagan is a carbonate platform of the late Devonian to middle Carboniferous age. The reef is about 75km long and 35km across with a narrow neck joining two broader platforms (Kashagan East and Kashagan West). The top of the reservoir is 4.5km below sea level and the oil column extends for more than one kilometre. The oil is light, with 45° API gravity with a high gas-oil ratio and very high H2S content of 19%. The field is heavily over pressured.

The Caspian Sea is 30m below sea level. Most of its mean water depth is 208m, although the north-east area is considerably shallower. The field, 75km SSE of Atyrau, lies in just 3.7m of water.

Temperatures can fall below -20°C in winter and a coating of ice, several metres thick, forms in this part of the Caspian Sea for many months.

Discovery of the Kashagan WellsDiscovery well Kashagan East 1 was a single vertical well that was drilled in 2000 to a total depth of 5,200m. During tests the well flowed at a rate of 600m³ of oil a day and 200,000m³ of gas a day on a 32 / 64in choke.

Kashagan West 1 was the second discovery well. Discovered in 2001, tests showed that the well flowed at a rate of 3,400bopd, while the oil gravity measured between 42° and 45° API.

Kashagan East 2 was discovered in late 2001 and was drilled to a depth of 4,142m and flowed at a rate of 7,400 bopd. Dresser Services was awarded the integrated drilling contract.

Because of the environmental conditions icebreaking supply boats were used. Most icebreakers work by using the weight of the ship to crack the ice, but this does not work in the shallow waters of the Caspian, so shallow-draught Arcticaborg icebreakers from Finland’s Kvaerner Masa shipyards were brought in to break the ice, using specially designed propellers. Special tugs were also designed to work in these waters and arrived in the Caspian in September 2002.

Development of the Kashagan Field in KazakhstanThe development plan for the $136bn project, approved in February 2004, foresees production developing in three phases for reserves of seven billion barrels, which could rise to 13 billion through the partial re-injection of gas.

Production is initially expected to be 75,000 barrels per day and peak by 2021 to 1.5 million barrels per day - slightly more than Kazakhstan’s total current production.

The project design includes building production hubs on platforms and artificial islands to collect production. Oil and any gas that is not re-injected will be treated at the hubs, before being sent in separate pipelines to new onshore treatment plants at Bolashak. Here, the oil will be further stabilized and purified, while the gas drawn for the removal of sulphuric acid will be used partly as fuel to supply the energy necessary for the production plants and partly marketed.

The Kashagan oilfield development will include both offshore production and process facilities and onshore process facilities with interconnecting trunk lines and production flow-lines. The Kashagan Field Development Experimental Programme comprises a number of artificial man-made offshore islands (Complex D,


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Island A and several EPC’s) interconnected to onshore process facilities with trunk and product flow lines. The infrastructure of oilfield development is based on two independent sets of process trains inclusive of oil/gas separation, gas dehydration, oil treatment, flash gas compression and raw gas re-injection.

Complex D is an artificial atoll where the utilities and offshore central process facilities are

located and accommodates drilling and riser islands and is equipped as a manned facility with accommodation, heli-deck, temporary refuge and safety life support systems.

Island A is an artificial satellite island for the drilling of production wells.

EPC cluster islands are minimum facilities wellhead platforms for producer and injection wells.

The production fluid extracted from island and cluster wells will undergo multistage gas separation in the Complex D central process facilities. The crude oil will be partially stabilized offshore and then sent onshore for final stabilization, treatment and export, the associated gas will be dehydrated offshore and a volume of gas will be transported onshore for processing. The remaining gas will be re-injected into the reservoir offshore at Complex D and at the EPC3 Cluster; oil and remaining gas, after dehydration, will be transported to the onshore facility through separate oil and gas trunk lines.

Consolidated Contracting Engineering & Procurement SAL - Offshore (CCEP) Scope of WorkThe scope of work of CCEP included the following areas of the offshore facility:

• Island D Train 2 Pipe-racks and Modules.

• Riser Island Pipe-racks and Flare.

• Island A.

In order to provide a degree of flexibility in the planning and production control processes to staged completion of the work, the client (AGIP KCO) has broken down the Islands D, R and A in several work packages and work areas. Each work area has been further broken down in Hook Up areas identifying the scope of work of connecting the interfaces between one component and the other after their installation on the offshore facilities.

The engineering team used the company provided “Approved for Construction” drawings and associated documentation (specifications, P&ID’s and isometrics) to produce fabrication, erection and installation drawings, job cards and method statements for the execution of the prefabrication works.

The electrical and instrumentation scope of work that took the majority of the overall scope included all hook-ups,cable tray installation and connection, cable pulling not only the hook up portions, it was for all pipe racks and modules, glanding, termination, testing, instruments installation, loop checks, pre-commissioning and commissioning assistance. Other than the hook-ups connections, CCEP completed the

Island A

Complex D


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reinstatement and carry over works for the local equipment rooms (LER).

Local equipment rooms (LER) are buildings where all the main electrical, control and instrumentation systems have been concentrated. The main equipment located inside LERs is: transformers, electrical boards, marshalling panels and control system (ICSS) cabinets, telecom cabinets. The HVAC room is an adjacent building to each LER, with the only exception of the Island A LER, where the HVAC Unit is located on the roof of the LER.

The piping scope of work included the hook-up connection, testing and reinstatement. All connections (pipe spools) were supposed to be fabricated onshore and transferred for installation offshore by (AGIP KCO). However part of the scope of work done offshore was to pre-fabricate, weld and paint most of the hook-up spools to expedite the execution of the project schedule without any delays thus free issue bulk piping material was shipped offshore. Consequently CCEP prepared and equipped full fabrication and painting shops to proceed with fabrication offshore. The steel structure scope of work included the prefabrication of all pipe supports and the installation of platforms, walkways, ladders and stairways while the mechanical scope of work included only equipment and skids installation.

Quality control measures were perfectly practiced throughout the commencement of work, we were able to minimize the weld repair rate to as low as 1.6% despite the fact that we dealt with miscellaneous exotic and high pressure piping material: we had to proceed with 30 welding procedures and we minimized the number of NCRs in all disciplines.

Health, Safety & EnvironmentUnlike other projects, the Hook-Up Project was unique in several aspects especially safety measures. So in order to meet the minimum standards of proficiency in the personal safety and social responsibilities, personal survival techniques, elementary first aid, fire prevention and fire fighting, a special Offshore Safety Induction & Emergency Training Course (BOSIET) was compulsory for all prior to travelling offshore. This course included safety induction, offshore hazards and safety, helicopter safety and practical escape, sea survival, in-water procedures, fire fighting and self-rescue and Helicopter Underwater Egress Training (HUET).

The course was breath-taking and challenging. Bravery was subjunctive to surpass the various

stages particularly during the helicopter submerging simulation. Our role as management was to expel team members’ fears through persistent support and encouragement.

The offshore environment is filled with dangers and security risks. The combination of remote locations, complex equipment and the production of highly explosive resources make offshore oil and gas platforms some of the world’s most hazardous work environments. As a result, the importance of rigorous safety standards has never been more strongly emphasised by industry and regulators. A muster drill (also sometimes referred to as a lifeboat drill or a boat drill) is an exercise conducted by all persons on board offshore twice a month. The purpose of a muster drill is to prepare everyone for safe evacuation in the event of an emergency and to familiarize them with escape routes. Everyone must remain silent during the drill so that they will be able to hear the safety announcements. To alert that the drill is in progress, a general emergency alarm is sounded and after the signal the muster drill checkers explain what everyone needs to do. We prepared many site welfares for the tea breaks with enough capacity that accommodated all CCEP site workers as part of our HSE commitment and the rules of government of Kazakhstan to provide all workers with two 15 minute scheduled tea breaks during the day.

H2S TrainingH2S is a flammable gas, highly toxic at extremely low concentrations therefore protective measures and precautions are a must. CCEP was always ready to adopt any changes and

Sea Survival Training


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requirements. A team was selected to attend an H2S training course for the purpose of supporting the drilling operations at Island A.

The combined challenges of climate, safety, engineering, logistics and green practices make this field one of the largest and most complex industrial projects in the world. The northern part of the Caspian Sea is a sensitive environmental area with abundant and diverse fauna and flora including a number of endemic species. During our presence on the island, we observed different mammal and fish species; some were distinctive. It is worth mentioning a few of them for example the Caspian seal (one of the smallest members of the earless seal family and unique in that it is found exclusively in the brackish Caspian Sea, the Steppe wolf that was seen at Riser Island (a subspecies of grey wolf). People’s reactions varied from excitement to astonishment, panic and phobia.

Clean Sea PolicyWe were committed to the clean sea policy adopted by our client; hence obligations and regulations were well cascaded to each and every one. We were also proactive by applying a preventive action system; cofferdam areas were well studied to eradicate all the root causes which might end up polluting the sea.

In order to enhance safety measures for all persons on board, CCEP Hook Up Project Management committed to maintaining HSE awareness by daily tool box talks, weekly safety meetings, scheduled monthly safety training seminars in all disciplines and appreciation for workers through safety awards ceremonies.

Winterization PlanThe winter in Kashagan field imposes challenging work conditions hindering the accomplishment of project milestones. The environmental features in this spot are unique and unparalleled; varying from sea freezing, land freezing, less daylight hours and blurred vision. These features and

constraints were studied thoroughly taking into consideration our experience in Kazakhstan with regard to special techniques, materials, equipment, tools and procedures avoiding inconsistency with our safety principles as safety is our focal concern. The output was a comprehensive winterization plan including heated welfares and many covered heated site work stations as the temperature reached minus 50C. The plan was timely organized, resource loaded and well prioritized to mitigate and shock absorb all relevant risks and hazards.

Life OffshoreLife offshore is for those who are looking for challenging work conditions and an unusual life style. The journey starts upon arrival at the airport. Given that safety is the primary focus offshore, the first activity is a briefing about helicopter safety followed by boarding. In the summer two layers of clothing is obligatory while in the winter a survival suit and a thermal insulation suit on top of three layers of clothing were seriously mandatory.

Before getting into the helicopter, wearing the life jacket and putting on the ear protection are a must. The flight is approximately 25

Island D (View during Winter Season)

The Caspian Pup Seal


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minutes and the travelling distance is about 85km. Upon arrival, there is a further safety induction including offshore safety procedures, golden rules, commissioning and living quarter precautions.

Our administrator was always readily available to accompany arrivals to their accommodation barges through the Green Route. Check-in is required prior to getting to the cabins. Each cabin is 2.4X2m (with 1X1m toilet) equipped with two beds, two closets and one TV. CCEP undertook the responsibility of ensuring a suitable living standard.

An Arabic chef was hired to ameliorate the quality of the meals which was a main concern, as was the installation of an Arab sat dish, WI-FI network connection and extra public phones.

Considering the long working hours (7am to 7 pm), entertainment time was minimal. People were trying to exploit it with the limited available entertainment: playing cards, gym workout, watching TV or internet. These tough life conditions enhanced our staff’s stamina, stress management skills and more bonding of the staff.

SuccessClient satisfaction is our main objective and this was achieved through adopting CCEP core values and implementing comprehensive HSE, Quality & Control Systems. The key success indicators can be summarized as follows:

• Continuous growth in the SOW and contract value.

• CCEP was declared by the client as the best contractor.

• HSE goals were achieved; zero Fatalities, LTI Frequency Rate and Total Recordable Injury Rate were very low, scheduled stand downs, daily tool box talks, weekly walk downs and so on. Thus a faithful and trustful relationship was established with our client.

• Quality: CCEP was committed to achieving our full

client satisfaction by not only meeting but exceeding the expectation in terms of time, quality and budget. This commitment which is considered an integral part of our fundamental value system in our company was shared by all our staff which led to the achievement of good quality records such as low weld repairs, minimum NCRs, low rejected RFI frequency rate, minimal backlogs and neat handover.

• Automated systems: we introduced for the first time in the CCEP projects an E&I progress monitoring system and an administration POB (Persons On Board) system to monitor on a daily basis the Active / Inactive status of our staff for administrative and HSE reasons.

• Logistics and Material Coordination: we established a material and logistics base in Kuryk (Caspian Sea Port) to be an interface between Atyrau main office and offshore islands. An efficient control system was in place to plan, prioritize and monitor all the materials required ahead of time to avoid any delays or surplus materials due to limitations in barge shares, trips and assigned material yards.

It was such a great journey for all of us, full of new experiences in every aspect and despite the difficult conditions that we encountered, we are ready to repeat the challenge.

Departure from Island to Onshore During the Winter Season


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CCC UzbekistanRAMzi BARgHOuT

CCC was well represented at the 19th session of the Uzbek-British Trade and Investment Conference (UBTIC) on 25 October 2012.

The UBTIC session is held annually, alternating between Tashkent and London. Currently, the UBTIC co-chairmen are Mr. Elyor Ganiev, Minister for Foreign Economic Relations, Investments and Trade of Uzbekistan on the Uzbek side and the Rt.Hon. Peter Lilley MP on the British side.

The event was attended by Uzbek representatives from ministries, official departments, companies and those responsible for foreign economic relations, investment, tourism, construction, chemistry, science, geology, pharmaceuticals, oil and gas and trade-industrial sectors. The British delegation consisted of more than twenty companies representing different sectors of business.

UBTIC is the main forum for promoting the development of trade

and investment relations between Uzbekistan and the United Kingdom. A key objective of the UBTIC session was to help take business links between Uzbekistan and United Kingdom to a new level and to increase awareness of the business opportunities in both countries.

The CCC presentation was well received by the audience. At the end of CCC’s presentation,

Minister Elyor Ganiev pointed out that there are 2,000km of category A roads to be constructed and asked CCC to look into these projects.


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Astana City, the Heart of KazakhstanzHASARAL iMANDOSSOv

Akmola (the former name of Astana) became the capital of Kazakhstan on 10 December 1997 by decree of the President and the Parliament of Kazakhstan. The international presentation of Astana as the new capital of Kazakhstan was held on 10 June 1998. Today, the city covers more than 200km2. In 1999 Astana was awarded with the medal and title of City of Peace by UNESCO.

The first capital of Kazakhstan was Orenburg (now in the Russian Federation) in 1920, and then it was transferred to Kyzylorda in 1925. In 1997 the capital was moved from Almaty to Akmola for economic, ecological and geographical reasons.

Since acquiring the status of capital, the city’s face has changed dramatically. The architects and builders working in the capital have created wonderful architectural ensembles, which harmoniously combine modern design and oriental flair.

Astana has become one of the largest business centres in the region. All governmental organizations, the diplomatic missions of 44

countries and 113 joint ventures and foreign businesses are located here.

Astana TodayA new administrative centre of Astana erected on the left bank of the Ishim River is full of architectural sights and despite its youth, still attracts tourists, being striking in both its power and the scale of its construction. Among the most interesting facilities there is the Astana-Baiterek Tower a round square with its surreal lines and central square framed with ministry houses.

The Khan-Shatyr facility, a creation of Englishman Norman Foster, where the idea of everlasting summer is realized, being covered with a gigantic tent and offering shelter from the cold of winter. A concert hall of non-standard form; dozens of skyscrapers of different configurations and certainly, Akorda, the President Palace, with its splendid decor making it the most glorified building of the whole country.


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Astana City, the Heart of Kazakhstan

The Astana-Baiterek ComplexThis unique construction is a symbol of Astana. The viewing platform is located at the height of 97m and from the height of a bird’s flight you can see the panorama of the building of a new capital of Kazakhstan.

The Pyramyd Palace of Peace and ConcordThe eighth wonder of the world, as some people have already called this building, was constructed in the form of a regular pyramid with a height of 62m and the same width of basement. This construction is based on an artificial 15m mound. The famous English architect, Norman Foster specially chose the form so that it would have no religious implication because this place serves as an interdenominational centre of communication for representatives of all the world’s traditional religions.

The President’s Palace AkordaThe President’s administration office is based here.

The Khan Shatyr Shopping and Entertainment CentreThe Khan Shatyr Shopping and Entertainment Centre is a new symbol of the capital of Kazakhstan, the first and the only lifestyle centre in Astana that features world class shopping and entertainment under the same roof. Again designed by the famous British Architect, Lord Norman Foster, Khan Shatyr is the biggest tent in the world and is also the biggest shopping centre in Kazakhstan.


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Water-green Boulevard (Round Square)A row of fountains, flower paths and interesting national sculptures open up before our eyes. Every fountain of the water-green boulevard has its own architectural shape and unique engineering solution performed according to the latest progress in the sphere of fountain building.

Presidential Cultural CentreThe beautiful snow-white building with a blue dome: this is the Presidential Cultural Centre. This complex includes a museum, a library, concert and exhibition halls. Everything is symbolic in this building and even its design is reflected in plain view. It is represented by the sphere with divergent beams at four cardinal points. This blue dome is of veritable Turkic architectural tradition. It rises to a height of 38.5m above the ground and crowns the axial centre of the entire composition.

The Shabyt Palace of CreativityA universal concert hall comprised of exhibition complexes, a music school, a library, rooms for the creative unions of composers and artists, a choreographic hall, a school of cinematography, a school of theatrics, a school of the young pathfinder, an art centre, architects, designers and many others.

The central Kazakhstan Concert HallThe central Kazakhstan Concert Hall is the first capital complex equipped with the most advanced technology and intended for large-scale events: grand and official welcomes, concerts of world and local stars, conferences, presentations, meetings and exhibitions


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Central CircusThe arena is constructed according to all requirements of circus art: the device for flight of acrobats, the equipment for the laser show, a transformed arena which can be turned into an ice arena.

CCC KazakhstanCCC Kazakhstan originated in 1998 and is therefore almost the same age as Astana.

Since that date several projects in the oil and gas field have been successfully completed. These are:

• Kashagan Onshore Sulphur Processing Facilities.

• Kashagan Offshore Hook-Up & Commissioning Project.

• Karachaganak Field Development, Construction of Roads.

• Karachaganak Processing Complex, Preliminary Civil Works.

• Karachaganak Processing Complex, Early works.

• Karachaganak Main Works.

CCC has experienced a steady expansion in Kazakhstan and looks forward to a long future in the country. In order to achieve long term relationships within Kazakhstan, CCC has taken on the commitment to be integrated within the Kazakh community.

CCC has invested in assets in the republic, namely:

• Astana: a 13,000m2, 12-storey office building (see photo below).

• Almaty: a 500m2 villa.

• Atyrau: a 200,000 m2 base and camp for 2,000 people.

• Aksai: a 60,000m2 camp, a 120,000m2 base and a 400m2 villa.


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The Technology & Innovation Centre of ExcellenceKazakhstan

gHAzi ANOuTi

On 29 October 2012, with the support of his Excellency Serik Akhmetov, Prime Minister of Kazakhstan, CCC launched the Technology & Innovation Centre of Excellence in collaboration with the Ministry of Industry and New Technologies and National Welfare Fund Samruk-Kazina.

The centre focuses on technology transfers matching the requirements of the country’s technology targets.

The Regional Managing Director of CCC, Hani Akkawi, commented to the Prime Minister during the launch:

“CCC has been operating in Kazakhstan since 1998 supporting the country in different areas of construction. We have learnt a lot from this experience. We are committed to bringing to the country worldwide technologies that are not yet available and to supporting them.”

The Vice Chair of Samruk-Kazina, Kuandyk Bishimbayev, further added that:

“New Technologies supported by the centre will help develop more efficient operations in our group of companies.”

The centre will cover technologies ranging from energy efficiency, information technology, new materials to biotechnology and mobile and multi-media technologies. The centre will act as an incubator supporting and coaching those companies operating in Kazakhstan.

The Vice-Minister of Industry & New Technologies, Kanysh Tuleushin, said:

“This centre will act as an accelerator of innovation development for Kazakhstan. We look forward to our collaboration with CCC on this topic.”

The centre will be operated by CCC and Whiteshield Partners.


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The Third Kazakhstan-UK Supply Chain ProgrammeRAMzi BARgHOuT

CCC was well rpresented at the Forum for Kazakhstan-UK Supply Chain Engagement Programme (Task Force Meeting for Kazakhstan Local Content Development) on 30 October 2012. This event was supported by Shell Kazakhstan, BG Kazakhstan and UK Trade and Investment, with the participation of the Republic of Kazakhstan National Agency for Local Content Development NADLoC).

It was a unique opportunity to meet the Operators’ Project, Contract and Procurement Departments responsible for New Field and Investments in Kazakhstan.

The programme was co-chaired by: Campbell Keir, Chairman of Shell in Kazakhstan and H.E. David Moran, the UK ambassador to Kazakhstan.

The main objective of the event was to promote partnership between Kazakhstani and British companies in the oil and gas supply chain sector. A panel of keynote speakers discussed issues of services and supply opportunities, in terms of meeting the demands of future projects and using the local value component of supply chains to enhance employment opportunities and create sustainable economic growth.

The forum presentations were given by Shell CP Local Content Manager Simbi K. Wabote, the Head of Shell Contracts and Procurement, Russia and The Caspian Region; Stan Goense, BG Kazakhstan Contracts and Procurement, Joint Procurement Committee Chairman, Karachaganak Neil Cathmoir and Kazakhstan & International Main Contractors representatives.

The First Industry Task Force Meeting objectives are:

• To make Task Force a model for an open and supportive environment of understanding and common purpose between industry stake holders and accelerate sustainable local content progress and achievement.

• To allow the contribution of Task Force towards the delivery of Kazakhstan Local Content Development (KLCD) blue print by improving coordination and consistency of local content programmes based on shared understanding of challenges and a vision of a strong and vibrant future for Kazakhstan’s oil and gas industry.

The KLCD blue print concept is to provide a mechanism to unite the individual Local Content development programmes of operators, investors and agencies, to allow the exchange of data and the development of new initiatives with achievable, sustainable outcomes and timescales. The Kazakhstan Supply Chain (KSC) will be the coordinating secretariat unit to deliver the Blue Print and implement KLCD. Individual local content development programmes will continue under the leadership and branding of operators and investors.

The CCEP presentation focused on our contribution in continuous improvement of the local content development in Kazakhstan throughout the last 14 years in the country.


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Corporate Social Responsibility in KazakhstanFADi MuSTAFA

Volunteer Activities with Local Communities

On the occasion of Naurouz holiday, our CSR team visited the Atyrau orphanage to congratulate the children and hand out gifts to them.

Social ActivitiesNaurouz FestivalOn the occasion of the Naurouz holiday, the CCC Kazakhstan CSR team organized a concert on 21 March at the Atyrau Arts & Music Academy, with the participation of the Lebanese singer Yehia Abu Saada and musician Mazen Abu Saif. The songs and dances were performed by the academy’s students, the CCC dabke group. Yehia and Mazen demonstrated that music is the language of all cultures.

Again to celebrate the occasion of the Naurouz holiday, the CSR team organized a full day activities at the camp.

Waste Recycling & Segregation InitiativeJanuary 2012: the CSR team launched the waste recycling & segregation initiative in all Kazakhstan projects and camps.

Going Green CampaignIn April 2012 the CSR team launched the Going Green Campaign with the planting of 250 trees around the camp and office territories. Also in April, the team planted fifty trees at the Atyrau Kindergarten.

Save EnergyThe CCC Kazakhstan CSR team continued its awareness campaign to save water and energy.


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Corporate Social Responsibility in Kazakhstan

Contributions and DonationsJanuary 2012: Kazakhstan CSR team launched a donation campaign to support needy students and children in Lebanon.

Employees’ Wellness ProgrammeHealth awareness emails are fully distributed regularly. Here are some of the subjects covered:

• How Flossing Is Linked to Overall Health.

• 2 Ways Exercise Helps You Stay Young.

• 7 Tips to Get the Most Accurate Blood Pressure Readings.

• 5 Foods and Vitamins to Sharpen Your Memory and Prevent Alzheimer’s Disease.

• 5 Ways to Prevent Macular Degeneration and Blurred Vision.

SponsorshipsThe CCC Kazakhstan CSR team continued its sponsorship of the Organization for the Blind In Atyrau by purchasing linen ($180,000 since 2008).


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Kazakhstan Touristic LocationsKALySH SARSENBAyEvA

Our country possesses unique opportunities to develop all kinds of tourism: cultural-informative, ecological, extreme, active, business and others. We annually host more than 4.5 million foreign citizens. “We expect the number of visits to increase every year” said H.E. N. Nazarbayev, the President of Kazakhstan, at the opening of the 18th session of the United Nations World Tourism Organization (UNWTO).

Kazakhstan is a vast country in the centre of Eurasia, where the infinite blue sky merges into a unique harmony of east and west!

Kazakhstan is a unique nature, in which paradoxically combines deep rivers and lakes with the scorching deserts and singing sands, proud mountain ranges with peaks, divine green oases and an ancient culture dating back to pagan times immemorial.

Today in Kazakhstan almost all types of tourism exist.

Some Popular Routes in the Almaty Region of Kazakhstan are described below.

The Turgen WaterfallsThese beautiful waterfalls reach a height of 30 meters at times. Here can be found also famous burial mounds dating back to the first millennium before our era.

Aksai GorgeThis was a refuge for monks in ancient times, a legendary place of the Almaty region for both pilgrims and tourists. The monks and their pilgrims will show you all the fascinating aspects of their way of life, their beliefs and their history.

Issyk LakeBefore its disappearance in 1963, as a result of a catastrophic mudslide, this lake was the pearl of Ili Alatau. Today the lake is partially restored. Close to the lake, there are beautiful rocks; named the “Kremlin Wall.” The road goes past the place where “the golden man” was found, which is now the symbol of Kazakh history.

CharynThis is a fantastic valley full of castles in the Charyn River canyon, with an amazing rock-tower of red sandstone (the age of which is 10-12 million years) and the golden trout in the river. Foxes and wolves roam in gorges.

The Great Almaty LakePearl of the Trans-Ili Alatau is the Great Almaty Lake. This is a perfect place to relax. The icy water of the lake flows down from the mountains, covered with centuries-old ice. Through the Great Almaty Lake many hiking routes pass to go on to Issyk-Kul.


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Kazakh National DishesKALySH SARSENBAyEvA

Kazakh national foods consist, basically, of meat and dairy products. Dairy foods are various. From mare’s milk, koumiss and from camel’s milk, shubat are prepared. Cow’s milk, goat’s and sheep’s milk are used for for manufacturing fermented milk, butter and various cheeses.

One of the favourite drinks of the Kazakhs is fermented milk, called airan. Butter is churned from milk. For the long-term storage of butter, it is washed with cold water, salted and filled on sheep stomach.

Important place in ration of Kazakhs are cheeses. Sun-dried cheese called kurt it is eaten in winter, put in hot broth. Other kinds of cheeses are prepared sary irimshik, akirimshik, and so on.

Flour products are used mostly in winter. The basic was millet with less often, wheat and rye. Kazakhs prepared tary from millet, which was used on cooking millet porridge, tary kozhe. Fried millet is eaten with milk, butter, preparing from it oatmeal talkan. Flour is prepared from wheat and from flour fresh millet cakes. Kazakhs valued wheat more than millet. They prepared from it soup, talkan and zhent. Flour is used for fresh flat cakes, noodles and fried on bacon dough, baursak.

Meat dishes are the main dishes of Kazakh food. The most valuable meat for them is horse meat, from which they prepare meals. Sausage from meat and other parts of it called shuzhik. Mutton is used, basically, in summer time. Cooked meat is the basic dish of Kazakhs, it is served with a garnish (noodles, flat cakes), and without it. Broth (sorpa) is eaten after meat. Liver and pulp are fried in small pieces on a low heat, called kuyrdak.

Dishes and UtensilsDishes and utensils of Kazakh pastoralists were adapted to a movable way of life: light-weight, shatterproof, of leather and wood. For transportation of beating utensils they used special covers of felt or of wood and wicker.

Very varied and colourful wooden buckets were for kumis pouring, often decorated with carvings, encrustations from silver and bones.

Obligatory attribute of kitchen utensils is a metal cauldron called a kazan. In settled areas of Kazakhstan ceramic utensils are used extensively.

Thus, material culture of Kazakh people differs with originality, singularity, with reflection of features of economic life, based on cultural traditions of previous generations of steppe pastoralists. Household and economic mode of Kazakhs - their food, dishes, clothes are most adapted to environmental conditions in which they lived.

The characteristic feature of Kazakh people is their hospitality. Guests are always greeted warmly and necessarily seated to taste refreshments on dastarkhan in trim yurt - the traditional house of the Kazakhs.

Another characteristic of the Kazakh people is awe, respect and attention to seniors. Children from the cradle are instilled with reverence and respect for the older generation and learn to listen to their wise sayings.

The Kazakh people are very friendly. The rule for any Kazakh is never to leave relatives and friends in trouble, to preserve the honour and dignity of their family and clan.

Thus, Kazakh people following their customs and traditions till the present day can say with pride that they revere and respect their forefathers and do not forget what their nation has passed through.

Metal cauldron, Kazan


AreA

New

sThe Bethlehem Development Foundation

Palestine

BASMA ALHuSSEiNi

Palestine is the holy land, the cradle of three monotheistic religions, the homeland of the prophets, the orange orchards and the face of freedom.

Being the birth place of Jesus Christ, Bethlehem is one of the most significant locations for both pilgrims and tourists worldwide. Among other cities of its kind, Bethlehem’s biblical character and rich history have shaped its contours to this day, making it all the more blessed and worth maintaining.

On Mr. Said Khoury’s last visit to Bethlehem, and more specifically after visiting the Church of the Nativity, he was saddened to see the birthplace of Jesus Christ progressively worsen. Because of this he decided, along with a group of Palestinian Arab and International philanthropists, to establish a non-governmental organization called The Bethlehem Development Foundation (BDF).

The aim of this foundation is to launch the Bethlehem Development Initiative (BDI) which seeks to rehabilitate the old city of Bethlehem and to make it more accommodating to the

needs of its current residents, pilgrims and tourists.

The BDI master plan aims to strategically address the different areas of Bethlehem’s development, touching upon elements of economics, heritage, society, spirituality, infrastructure and the built environment.

Last month, the Bethlehem Development Foundation and Consolidated Contractors Company (CCC) completed the first Initiative for Bethlehem’s 2012 Christmas events. Huge numbers of tourists and worshippers joined Palestinian residents of the city - Muslim and Christian alike - to celebrate Christmas Eve in the historic city of Bethlehem. People gathered outside the Church of the Nativity, where CCC completed the first phase of the revitalisation and rehabilitation of the Manger Square. Locals and tourists from all over the world rejoiced as a giant Christmas tree (sponsored by CCC) was lit on Saturday evening marking the beginning of the Christmas celebrations and the Palestinian state; carrying special significance for many, as Palestine won non-member state recognition at the UN General Assembly last month.


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In appreciation of CCC and BDI’s efforts, this blessed city is gradually being restored and maintained for generations to come. Our CCC team in Palestine, managed by Mr. George Bassous, embarked upon the first of these restorations including the repairing of damages, painting and the cleaning of Manger Square, in preparation for the vast numbers of tourists and worshippers that visit Palestine during the Christmas period (15,000 tourists are expected to have joined the Christmas Celebrations this year). Secondly, CCC also decorated the Manger Square Christmas tree which was lit on 15 December 2012, with thousands of colourful green and red LED lights and red baubles with a 150cm star on top. Thirdly, amongst the interventions included the repairing, replacement and installation of the lights around the Nativity Church. Fourthly, CCC prepared the stages and sponsored a number of Christmas events, Christmas Festivals, the Christmas Choir, the Mass of Peace and the entrance of the Patriarch. Adequate signage and parking was provided to ensure ease of access for tourists and visitors. Last but not least, a hot air balloon was placed on the roof of the Peace Centre, designed with the flag of Palestine and

the Palestinian Keffiyeh marking the significance of a new beginning for Bethlehem and the Palestine State.

This is just the beginning of our efforts to restore one of the most sacred cities in human history. The Bethlehem Development Initiative vision aims to transform the city into a vibrant international spiritual and touristic destination, by providing an infrastructure which will promote a sustainable economy and improve the quality of life for its residents. As a gift from the world to Bethlehem, let us join one another on this journey to let this Holy City shine once again as the peaceful and unique spiritual centre of the world.

“This initiative shall be planted in the heart of Bethlehem and its roots shall dig deep into the soil, permanently reinstating peace and tranquillity throughout the land.”

Said T. Khoury


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sThe First Greece-Palestine Economic Conference

Greece

MAgDi EL HALAwANi

After a long period of mature and thorough thought, we here in Greece took the initiative based on the deliberations and personal interest of CCC Chairman and President and Palestinian leader Said Khoury and CCC President of Human Resources (son of the late Hasib Sabbagh, Palestinian Leader) Suhail Sabbagh to launch the opening of the First Greece-Palestine Economic Conference which took place on 8-9 November 2012.

The Hilton Hotel, where the conference took place, welcomed the arrival of the large Palestinian delegation composed of 27 persons and headed by Marwan AbdelHamid (President,

Greek Palestinian Friendship & Co-operation Association and President, International Engineering Association).

The First Greece-Palestine Economic Conference was sponsored by CCC under the auspices of Chairman & President Said Khoury and in the presence of other senior CCC staff. The Palestinian Authority delegation was headed by Palestine’s Minister of Foreign Affairs, Dr. Riyad-Al-Malki; the Greek Government was represented by the Minister of Development and Infrastructure, Kostis Chatzidakis. Also present were ambassadors from various Arab countries, several high level Greek politicians, former ministers and elite special guests from the business community.

During the welcome dinner Christos Folias, President of the Arab-Hellenic Chamber of

Commerce and Development, made the opening speech starting with a warm welcome to the guests and continued by giving special thanks to the Palestinian Authority and to Mr. Khoury in person. He made special reference to the

Mr. Said KhouryMr. Kostis Chatzidakis

Mr. Samir Abu Ghazaleh (left) and Mr. Marwan Abdelhamid


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Palestinian people for their symbolic and valuable support to Greece during this crucial period that the country is passing through.

Next the Palestinian Ambassador H.E. Samir Abou Ghazaleh, conveyed special welcome

greetings from the President of the Palestinian Authority, Mahmoud Abbas. This was promptly followed by a small speech by Palestine’s Minister of Foreign Affairs, Dr. Riyad Al-Malki on Greece’s support and viewpoint on Palestine’s bid at the United Nations.

Mr. Khoury, the main speaker at the conference, gave a historical synopsis of Greek-Palestinian relations, which included ethnic, political and religious viewpoints that had cemented this relationship. Consequently, Mr. Khoury announced his decision that CCC will be recruiting mostly Greeks for future needs within the company as far as is professionally possible. A tumultuous round of applause accompanied this statement giving an emphatic end to his speech.

The second day of the conference began with the standard registration procedure. The day continued with several speeches being given

by various elect members mainly touching on investment opportunities in Greece and Palestine, such as tourism and industry, tax and custom systems and so on.

After the scheduled light lunch midday of the second day, a B2B (Business To Business) session started and ended successfully. Various companies and business operators discussed and exchanged viewpoints and also set up co-operation bases for the future, in an absolutely professional and very well organized manner, which was emphasized by the very positive and enthusiastic comments made by the participants.

Mr. Samer S. Khoury

From left to right: Mr. Marwan Abdelhamid, Mr. Tawfic S. Khoury and Mr. Suheil H. Sabbagh

Mr. Suheil H. Sabbagh (left) and Mr. Christos Folias


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sArabian Business Awards

United Arab Emirates

SOHEL gHORAyEB

On the evening of 19 November 2012 CCC was invited to attend the Arabian Business Awards 2012 held at the Emirates Towers Hotel in Dubai.

The event was a huge gathering of the business community around the Gulf Region.

15 categories from companies, organizations and Individuals were rewarded for their outstanding achievements in 2012.

The CCC delegation, led by Walid Salman (Regional Managing Director UAE) included:

• Maher Abu Chaaban

• Salim Layyous

• Jehad Joulani

• Ammar Abu Hejleh

• Ziad Bishouty

• Fathi Abdumuti

• Sohel Ghorayeb.

In making his announcement, the ceremony speaker praised:

“ … a remarkable organization with more than 80,000 people operating in several countries around the world, with an excellent International ranking and one of the world leaders in the construction business. This company has just landed one of the world’s most prestigious project, the Abu Dhabi International Airport Midfield Terminal Complex: Consolidated Contractors Company.”

The prize was received on behalf of CCC by Walid Salman.

Congratulations to the management and the entire CCC family for yet another tremendous achievement and international recognition.


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Memories of TangierMorocco

ROLA M. KHALiFEH

It was 13 September 2010 in the early morning when I arrived in Tangier for the first time to join the CCC Morocco Al Houara Coastal Resort Project.

All the way from Ibn Battouta Airport to the hotel then to the project site offices I was looking through the car window trying to get familiar with the city: Tangier seemed amazing to me. I was excited and afraid at the same time. Everything here was new to me; the company, the project, the people and the city, but fortunately I was used to moving from one country to another and enjoying wherever I found myself.

The private road leading to our site offices was amazing. The picturesque project entrance has an awesome forest on the left-hand side, a wide expanse of land on the right-hand side where you can see shepherds with their flocks and the giant Atlantic straight ahead.

It took us five minutes by car to reach the offices from the project main entrance. I was introduced to the team; I took my place and got prepared to start. This was my first day in Tangier.

My experience at the Al Houara Coastal Resort Project in Tangier with CCC Morocco was the best ever on the personal and professional level. The work was definitely challenging but what encouraged and motivated me and my colleagues was the work atmosphere. We were extremely compatible and like a family: we were happy.

With time, I fell in love with Tangier, this charming unforgettable city, my little paradise. The old medina is the most charming area. It is the centre and heart of Tangier. It includes the old souk (Socco), Al Kasbah, the American Legation Museum, the Place de France, the fish market, restaurants, cafés, cinemas, riads (boutiques hotels) and the residential area.

The souk or market is integrated into the medina and is still an actual thriving market for the locals who buy their groceries and goods although there are also plenty of souvenir stores for the tourists as well.

In Tangier’s old Medina, specifically in Al Kasbah,

you can find many small riads; La Tangerina is my favourite. It is renovated and managed by a Moroccan lady called Farida and her German husband Jurgen and they are my neighbours. Not far from La Tangerina you can find Le Salon Bleu, a coffee shop recommended by the New York Times. It is ideal for breakfast, Moroccan sweets and afternoon tea.

The oldest five-star hotel in the Old Medina is El Minzah, which opened in 1930. Its architecture, fountains, the Andalusian patio at the heart of the hotel and the orange trees make it a classy and charming place. El Minzah has been a favourite of many dignitaries, politicians and Hollywood stars. Their photos are still there, in the hotel patio.

The mountain of Tangier is breathtaking. During the week end, on sunny days, I used to go for a walk with some friends in Rmilat Forest, a biological and ecological site overlooking the Atlantic. On the way from the forest to the medina there is a wonderful narrow twisted road a few meters from the exit of Rmilat. Then, a few meters on the right you will find the Villa Joséphine, a deluxe hotel. The Villa Joséphine, built in the early 1900s, remains one of the most spectacular and prestigious properties in the Vieille Montagne area.

For those who like golfing, the Royal Golf Club of Tangier is amazing and the oldest in Africa, built in 1917. It has a natural and spontaneous character. The 18 holes weave their way through cypress, pine and eucalyptus trees, crossing the mountain, sloping down and climbing again.


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tCCC Qatar Hosts ENCORD HSE Workshop

ELiE ABOu JAOuDE

CCC is an active member of the European Network of Construction Companies for Research and Development (ENCORD) which is a network of companies within the construction

industry. ENCORD members are represented by decision-makers and executives working on research, development and innovation (RD&I) and providing expertise on various issues in the construction industry. More details can be found here: http://www.encord.org/).

CCC is represented at the ENCORD Board Committee by members of the senior management. In particular, CCC is an active member of the HSE Platform of ENCORD. The

HSE Platform holds a workshop twice a year and each time is hosted by one of the member companies at their premises. At the HSE Workshop the member companies share and discuss HSE best practices, lessons learned and the latest HSE issues in the industry.

The CCC Executive Vice President, Nazih Abdul Kader, provided the HSE Group his full support to host the ENCORD HSE Workshop in Qatar on the 25-26 September 2012.

Knowing the complex construction scopes and diversity of projects (oil and gas, civil, and so on) and the level of HSE achievements, performance and standards being implemented in CCC and in particular in the Qatar Area, the HSE Group was confident that ENCORD members attending this workshop would benefit from the experience.

The first day of the ENCORD HSE workshop was opened at the W Hotel Doha by CCC Qatar Area General Manager, Mustafa Younis, and it was attended by


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various client representatives (both Construction & HSE), CCC staff, Qatar Area and project managers. The second day of the workshop comprised site visits to the MPAC Project and

the BGP Project where the ENCORD members had the chance to see how HSE is implemented on CCC Projects and to experience the working environment in this part of the world compared to Europe.

Apart from the normal agenda discussed at every HSE Workshop and after giving the ENCORD members an overview of CCC operations in Qatar, the HSE workshop discussed issues such as relationship between Construction Staff and HSE, CCC in-house IT solutions for HSE, managing HSE on mega sized projects, the behaviour based safety approach and subcontractors’ selection and control process. Most of these topics where led by non-HSE senior CCC construction staff, which reflects CCC management’s commitment to HSE.

The ENCORD HSE Workshop of 25-26 September 2012 was received very positively by ENCORD members who expressed deeply their admiration of CCC’s professionalism in terms of HSE

leadership expressed by Qatar Area Management and the Qatar Projects Management Teams and as well the warm hospitality they experienced in Qatar.

We thank CCC Qatar Area, administration and projects for their support and hospitality and we look forward to hosting other ENCORD HSE workshops in other CCC areas in the future.


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tCCC Wins Pipe Line & Offshore Contractors Association

HSE Awards for 2012

ELiE SAwwAN

It was a normal working day when I received a call from Najib Khoury to inform me that CCC had won first place for the IPLOCA Environmental Award for 2012. I was filled with joy and surprise as a result, because we, as the HSE Department, have been trying since 2004 to achieve such an award for CCC.

Being the vice-president for IPLOCA’s Board, Najib Khoury invited some of CCC’s senior management to represent CCC and receive the award at the association’s annual convention that was held in Istanbul in September 2012.

In addition to Najib Khoury, the CCC team present at the IPLOCA annual convention consisted of Rashid Shuhaiber, Hisham Kawash (speaker), Mustafa Abu Salah, and myself (speaker).

During the awards ceremony IPLOCA announced that CCC had won second place for the IPLOCA Health & Safety Award for 2012. What a joy and what a great day for CCC!!

Thus CCC has won two prestigious HSE Awards from IPLOCA this year:

1. The IPLOCA Environmental Award for 2012, sponsored by Shell.

2. The IPLOCA Health & Safety Award (Runner-up) for 2012, sponsored by Chevron.

It is an honour that we were able to seize these awards from among the other 27 participating member companies of IPLOCA.

The IPLOCA HSE awards are presented to companies that implement extraordinary HSE initiatives and HSE best practices for reducing the environmental impact of construction activities, as well as for the significant improvement in the HSE culture and reduction

of health and safety incidents.

I proudly say that CCC’s celebration of 60 Years of Excellence in 2012 is now decorated with two stars for its excellence in HSE. Congratulations to CCC!!

Nevertheless, the congratulations go to all those who planned and supported the implementation of these HSE initiatives on their projects.

I encourage all CCC projects and areas to share with the HSE Group all their significant HSE initiatives and best practices that bring added value to CCC.

From left to right: Loek Vreenegoor, Shell Projects & Technology Manager PFAS EMEA; Rachid Shuhaiber; Adam Wynne Hughes,

IPLOCA HSE Committee Chairman Adam Wynne Hughes (left) and Najib Khoury


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CCC UAE GamesWissam a. al-Khatib / muhammad Nabi

Physical Activity plays a major role towards our wellbeing; it improves physical, emotional, mental and spiritual health - and nourishes in understanding the Corporate Social Responsibility “CSR” more, one which is encouraged by our CCC Management.

Therefore, this year the Activities department made a remarkable effort in promoting and encouraging sports - competing in sporting events in UAE in conjunction with other Sister Companies and with strong participation in the Corporate UAE Games which took place in April 6th 2012 “This time in Sharjah”- By doing so, CCC will continue to advocate Health and fitness in the Work environment, motivating and building employer confidence and loyalty and in the process strengthened social corporate ties and networks, promoting ideas and enhancing awareness of our company. The support of management and co-workers alike is necessary as a reminder that we are all part of a common endeavor.

This year 2012 CCC games was very active and participated in a variety of activities (Rally Paper, CCC Games) in UAE, Among our existing activities (Soccer, Basketball) we added CCC AUH Cricket Team to our official CCC AUH teams not forgetting our heroes in Table Tennis, Billiards and Bowling, adding more fun to the CCC Games.

This time we had teams from many projects in CCC and from other affiliated / friends companies who were enthusiastic to come and join the 5 hour drive.

Congratulations to our CCC AUH Basketball Team who won the first prize and beat Intemass on their home ground in Sharjah. This Victory

couldn’t have happen without the support and encouragement of Mr. Walid Shuhaiber who gave his blessings not only to CCC AUH Basketball team, but to all CCC AUH Teams.

Also Congratulations to our CCC AUH Cricket Team who competed against an array of opponents and won the first prize in Sharjah and in Saadyat Island against ADGAS.

Once again in this events I would like express my sincere gratitude and thank Mr. Walid Shuhaiber, Mr. Samir Sabbagh and Mr. Walid Salman for their continuous support not forgetting our Sports coordinator Mrs. Maria Vassilopoulou and her assistants, Mr. Vangelis Mageiras, Mrs. Vivi Linardoutsou and everyone who participated and made the tournament a successful one. Also I would like to thank our CCC AUH Soccer team for the good strategic play, their discipline and sports spirit they show during the tournament.

Always United - Always Strong.

In Cricket season 2011/2012 CCC UAE cricket team achieved two major victories amongst others.

Saadiyat Island cricket tournament 2012In this tournament CCIC beat GASCO Cricket club,ADGAS CC,Al Habtoor Leighton CC, Saadiyat Construction Village CC, Emistate CC and few more in a row and clinch the Final Trophy by beating ADGAS Cricket Club in final - Dedicated to Team Manager.

CCC UAE GAMES 2012 Cricket TrophyThe most challenging one as we played in ADCC early morning and then start moving to Sharjah directly we beat Al Masa CC,Intermass CC,CCC Ruwais CC and in final we beat NPCC and clinch the final Trophy - Dedicated to Mr.Walid Shuhaiber

We are all indeed thankful to all CCC Management for Providing us Opportunity to play Cricket for CCC, Special thanks goes to Mr.Walid Salman for his time Mrs. Maria Vassilopoulou for her Support Mr. Wissam A. Al-Khatib for his advices and fast communication with Management Mr. Mahmoud Chatila (ESPSO-CED Engineering Manager) for his support and Appreciation Mr. Sambhu S. Ghasita (Team Manager) for his every second that he spent with us in Practice Session and Mr.Walid Shuhaiber for his Support, Courage and providing us opportunities to play for CCC thank you very much.Our FB page is CCIC UAE CRICKET TEAM


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CSR News ReportTONy 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]

GreeceDonations to the Greek CommunityIn continuation of CCC’s CSR commitment towards the support of the local communities in Greece, MOA CSR Committee along with staff volunteers have been dedicating time and effort during the past couple of months towards this humanitarian cause. The following donations and contribution activities were made by CSR during this period:

The Caritas Athens Refugee Programmein central Athens offers daily cooked meals to around 350 persons. Our donation consisted of dry food of various items - pasta, rice, oil, sugar, milk and others enough to feed the 350 persons for a period of one month.

VolunteeringEvery Friday midday, two or three staff volunteers from different departments go to the Caritas facility and spend two hours to help in the preparation of the food portions, distribution of the cooked meals and to assist in washing the dishes.

Gallini (Serenity)is a foundation located in the heart of Athens (at Kerameikos) that provides 250 meals per day to families with children, seniors and the homeless, accommodated in four houses provided by Gallini in the region. The contribution this time was in kitchen equipment: repair of all chairs in the mess hall, a complete renewal of the foundation’s cutlery and cooking equipment and a new heavy duty dishwasher.

ItalySicon’s 2013 DiarySicon Oil & Gas are proud to advise that their 2013 Diary was entirely made out of recycled materials. This statement is printed at the back of the diary:


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Even a small gesture can improve the future of our planet. Sicon Oil & Gas continues to commit itself in this direction. The 2013 diary we are proposing is made of 100% recycled material, for a more sustainable future.

KuwaitRecycling InitiativeCCC Kuwait staff were recognized for their great dedication, tremendous efforts and continuous support for recycling since August 2009.

Their full participation in training to conduct recycling and support with recycling recyclable materials made a great contribution to the environment.

Papua New GuineaThe PNG Team organized various CSR activities aimed at their local communities and made substantial donations to good causes. Details will be published in the next issue of the Bulletin.

UAEEmployee Volunteer ProgrammeDemand for employee volunteering is on the rise in the UAE as local authorities and state institutions involved in community development are keen to promote private partnership in this area. CCC is partnering with local administration and state sponsored institutions in volunteering activities and is also in partnership with NGO’s. Programmes in progress are (a) employee fundraising for local and international humanitarian support (b) leadership and governance (c) mentoring (d) skills based volunteering (e) youth development and (f) team projects.


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Zewail City for Science & Technology

Healthy Living Initiative

Egypt

Egypt

AHMED REFAi

SERENE EL KREiDLi

In the current difficult times that Egypt is witnessing, it is CCC staff’s duty to help in rebuilding our country and participating in its future renaissance.

After 25 January 2011, there have been many promising plans for national projects, one of which is the initiation and building of Zewail City for Science & Technology (www.zewailcity.edu.eg)

Zewail City for Science & Technology is a non-profit organization designed to bring about modern education of science and technology that enables state-of-the-art research and innovation, which in turn increases national productivity at the international level.

In line with CCC’s and CSR’S principles and objectives to support local communities, the CSR Egypt team launched a donation campaign among all employees in Egypt to support this vital national project. The campaign was addressed to everyone in CCC Egypt; Egyptians, non-Egyptians, managers, employees, daily staff and every Arab citizen, where we believed that we need to have faith in restoring the renaissance of our nation and participate in

building the future for Egypt, especially in the context of R&D, science and technology.

The campaign was very successful and we managed to collect an approximate amount of $23,000 in total of which $20,000 was a contribution from CCC Egypt to the project. Everyone was very positive regarding the campaign and many employees expressed their interest in donating on a monthly basis when the project kicks off officially.

Professor Ahmed Zewail sent a thank you letter to the CSR team and to the company and expressed his gratitude to everyone who has faith in this national project and in the regeneration of our nation.

One of Egypt CSR’s initiatives this year was ‘healthy living’, aiming to promote awareness of the health benefits that can be obtained through fruits. The team agreed to promote the selected fruit by giving staff sample fruit with a briefing about its nutrient benefits.

This initiative was circulated twice during 2012. The first round was during January with the fruit of the season being oranges. CSR members volunteered to clean and package around 1,200 fruits for distribution to all projects and offices in Cairo.

The second round was during Ramadan with 2,500 individual boxes containing five dates were distributed to staff and labourers.

This initiative was well received by all, leaving everyone guessing what the following round would bring!


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Road Safety as Experienced By the Children of CCCgreece

TONy AwAD

During previous years, the events organized by the CCC’s Corporate Social Responsibility Committee for the Children of CCC focused on environmental issues such as protecting the ecosystem and recycling.

This year a different event was arranged, aiming to introduce children to the concept of road safety. Roads and vehicles are a basic part of life for all of us. Whether we are the driver, the passenger, or the pedestrian, we all negotiate the road traffic environment on a daily basis. It is common knowledge that children learn primarily by experience, so a genuine “learn through play” activity was organized at the Jumicar Road Safety Park in Nea Makri on 7 October 2012.

The 96 children (aged 4-14) that participated had the opportunity to drive real, environmentally friendly junior-sized cars, motorized by real engines, as the grown-ups do on the roads. After a brief theoretical tutorial on the road signs, the children were eager to operate the steering wheel, accelerator and brakes. Through the course, they learned how to identify and react to traffic lights and zebra crossings, got to know the various road signs and gained a feeling for the flow of road traffic. More importantly they realized how to recognize the dangers, to show consideration towards others and understood better how a traffic situation appears to a driver, which ultimately improves their safety awareness as pedestrians or cyclists.

It would be helpful to remember that children learn good habits by modeling behaviour from adults.

The CSR 2013 calendar accumulates the photographs from that day titled “Road Safety as Experienced by Children of CCC”.


Managing Office - Christmas & Year-End Gathering

Our traditional Christmas and Year-end gathering was held on 22 December. Chairman Said Khoury and Deputy Chairman Tawfic Khoury addressed the staff and their speeches were video-recorded and can be found at http://www.ccc.gr/our_news.php (then go to Our Media & In the News).

CSR Group Corporate Social Responsibility Officer Tony Awad also made a speech describing the CSR activities which had been carried out during the year in Greece.

Happy New Year to One and All!


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Baby Girls

Mahmood Kalathil, working at ACWA Dubai and his wife Zeni would like to announce the birth of their baby girl called Aysha Zayba on 2 October 2012 in Thalassery, Kerala, India.

Ahmad Suleiman (DMIA, Oman) and his wife are happy to announce the birth of their baby girl in Saida, Lebanon on 16 October 2012. Her name is Luna.

Tariq Naser (PPP, Abu Dhabi) and his wife Hanan Saadeddin were blessed with the birth of their first baby girl called Celine. She was born on 19 October 2012 in Amman, Jordan.

Dragana, wife of Bojan Ilic (New Doha Airport Building Project) gave birth to their third child, Maria, on 20 October 2012.

The Shanghai Representative Office management is happy to announce that colleague Kevin Shen and his wife Zhuang Li Pin had a baby girl named Shen Hao. She was born on 26 October 2012.

Osama Yassin (EPSO, Abu Dhabi) and his wife Racha Achi proudly announce the birth of their first baby, called Yara. She arrived on 21 November 2012.

Baby girl Meenakshi was born on 2 December 2012 in Thiruvalla, Kerala, India. The happy father is Jayamohan Pillai (Barzan Onshore Project, Qatar) and mother is Rajalekshmi.

Mohammed Al Fazari (WGCCC-EM, Oman) and his wife Iman Ali Nasser are pleased to announce the birth of their baby girl named Myrh. She was born on 3 December 2012 in Oman and the entire family is very happy with the new arrival.

“Soft as a whisper, so precious and sweet: tiny perfection from her head to her feet”. Ahmad Maoued (Managing Office, Athens) and his wife Nour El Nassar welcome to the world their daughter Lamar who was born in Athens on 7 December 2012.

Baby Boys

Amr Farouk (MAT/NDAB Project, Qatar) and his wife Dina El-Mansoury are happy to announce the birth of their baby boy, Yassin, on 7 November 2012. He was born in Alexandria, Egypt.

Sreejith Jayachandran Nair (BOP, Qatar) and his wife Sandhya would like to advise colleagues of the birth of their son, Sreehari. He was born on 30 November 2012 in Kottarakkara, Kerala, India.

Tareq Ismail El-Zabri (Wood Group, Oman) and his wife Zaina are very pleased to announce the birth of their second baby boy named Kareem. He was born on 12 December 2012 in Oman.

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.

Engagements and Marriages

Jithendran Manikkoth (Project BS-171 Kuwait) is very happy to inform us of his marriage to Drisya on 26 August 2012 in Kannur, Kerala, India.

Zuhair Haddad and Salam Sandra Ouieda got engaged to be married in December 2012.

Editor’s note: this represents the fall of the last of the senior eligible bachelors in CCC!

Baby Twins!

Prakash R. Naik (ECG/CCC Project, Equatorial Guinea) and his wife Shweta are extremely happy to announce the birth of their twin babies named Ansh (boy) and Aastha (girl). They were born on 3 September 2012 in Ponda, Goa, India.

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Bulletin Issue 104 | December 2012 Bulletin Issue 104 | December 2012

When We follow Passion, success Will follow UsDr. riaD Elhaj

KAZAKHSTANAstana

Baiterek Complex

“Years may wrinkle our skin, but only low passion will wrinkle our soul.”

How we define passion: “It is the invisible energy with visible effects.” It is a measure of how much we are motivated; it is the differ-ence maker; it is an indicator of how we see ourselves. And how we see ourselves deter-mines how we see others and how we interact with them.

The passion level of the individuals in any company precedes and predicts the perfor-mance and the effectiveness of that company, regardless what is that company. Nothing great was ever achieved without passion. With high passion, self- discipline becomes more attainable and our internal flame will be ignited to sustain the power of our decision making within us. “Having no passion will deplete us, while mis-placed passion will destroy us.”

The culture of CCC, which is the DNA and the personality of our company, has always emphasized the role of the high level of pas-sion regardless who we are and where we are. The high passion at CCC has led to growth and then growth has led to more passion. The high level of passion in our company has been central at every point in time to reflect how strong

and effective our company has been; it has guaranteed the high flow of energy needed by the company to perform and grow, and to go

to the end of the world; to reach its goals and build better relations and communica-

tions with others. Fig.One gives us some tips that may help enhance the level of

Passion.

Our passion will be enhanced and become visible when our people do their work with might and excel-lence; putting their whole soul into it. They act with energy and faithfulness. When they contrib-ute to and enhance the company culture that determines our suc-

cess, capacity and effectiveness; and when the values and principles are

exercised to increase the recognition, the excellence and commitment of our

people. Fig. Two shows some effects of high passion.

With our effort to enhance the awareness of building a high level of passion, we empower our people, who will in turn empower us. This will change us and it will increase our level of invisible ceiling that helps our people and our company to grow and to go higher and higher where the sky is the limit. With passion we will keep the momentum high and we will put the “second to none” mentality into real practice.

When we follow passion, success will follow us.

Passion Building

Effects of Passion

bulletin

CCC in the Commonwealth of Independent States

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

EDITORS Samer Khoury

Zuhair Haddad

Nafez Husseini

Damon Morrison

PUBLIC RELATIONS Samir Sabbagh

PRODUCTION Jeannette Arduino

Nick Goulas

Georgia Giannias

Alex Khoury

Samer Elhaj

Quarterly Magazine of Consolidated Contractors Company

Issue 104December 2012

P.O. Box 61092 CCC BULLETIN CCC the Commonwealth ... The First Greece/Palestine Economic Conference...

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Transcript of P.O. Box 61092 CCC BULLETIN CCC the Commonwealth ... The First Greece/Palestine Economic Conference...