FROM THE DESK OF

We have a double mission on our shoulders these days. The first

task is to execute the huge volume of works we were awarded, in a
timely manner and to the satisfaction of our partners and clients.

The second task is that we must ensure that all our employees, sub-
contractors and associates do their jobs and return home safely to
their families.

The above might sound simple to you but that is more easily said
than done. We all have a responsibility to make a difference in the
lives of our colleagues, starting with the artisans on site, and going
up the ladder through the chargehand, foreman, superintendent, all
the way up to the project manager and vice president: all of us
should be safety conscientious.

CCC today is responsible for the wellbeing of over 90,000 families

and I urge all of you, and specially the HSE department, to ensure
that all employees go back home safely at the end of their duties.

This cannot be done by the goodwill of top management alone, but

rather by a well-disciplined and organized workforce and I am
counting on all of you to make it happen.

Samer Khoury
 EDITORS VIEW

It is no secret that in our early years as contractors, the

degree of safety measures at CCC was a matter of client
requirements and initiatives. We did only what was
required of us.
Subsequently, HSE drew our highest internal attentions
and became an integral part of our corporate culture. Now
we do it because we sincerely believe in it.
Our executive management has been taking brave, cost-
ly and correct decisions to push HSE hard in the Group.
Everyone of us has a story to tell about HSE. Even at ISD,
we are proud to say that we are deeply involved in a team
effort with PMV and HSE to roll out black-box safety
devices on all our vehicles using sound risk assessment
techniques. A joint committee composed of PMV, HSE and
ISD was formed to study this and roll out gradually on all
our sites.

This committee then launched an effort that carried on:

an extensive Desk Research of all available products

on the market
short-listing of three products for further field trials
initiated contact with some of the major vehicle manu-
facturers to understand future trends
undertook an extended 6 months field trial for the short
listed products
a final evaluation and selection report
a presentation to the Corporate Executive Board Com-
mittee that sanctioned the formation of a central special
interest group named the Vehicle Governance Unit in
Mussafah to serve all the CCC Group. It is now headed
by Mr. Aiman Ahmad out of the UAE supported by an
excellent team of technicians under Mr. Naim Abu Leila
and a vigilant group of HSE experts under Mr. Belal
Kayyali
training of our own staff to self sufficiency levels on
all matters relating to the chosen product
stocking up on the required quantity and their spares
writing a sophisticated Journey Management Plan com-
puterized application to control dispatching and safety
issues
developing a sophisticated Vehicle Safety reporting sys-
tem based on the black-box data returns
conducted employee surveys to strategize an appropri-
ate Change Management approach fitting our construc-
tion culture
conducted a major vehicle safety awareness cam-
paigned championed by our executive management
commenced gradual launch from March 2006.
Aiman Ahmad with tools of trade!
HSE truly involves everyone at CCC and we all win with
it, so keep HSE high up on your priorities.

Nafez Husseini

Bulletin - 2nd Quarter 2006  1

 RECENT AWARDS
DUSUP Pipeline, Dubai
The scope of work covers the complete construc-
tion, testing and pre-commissioning of two main
pipelines with all related mechanical, civil, elec-
trical, instrumentation works.
The total length is 91km and the diameter is 36
inches.
The scope also includes some facilities and mod-
ification works.
The client is Margham Dubai Establishment, and
the project started in December 2005 with expect-
ed completion in August 2006.
Capital Towers, Car Park, Dubai
The scope of works comprises the construction of
a car park building for Capital Towers. The struc-
ture consists of three basements, one ground
floor, and twelve floors. Total floor area is
21,700m2.
The client is Capital Investment International:
the works started in February 2006 and are
expected to be completed by November this year.
Gezirah Hotel Renovation, Egypt
The scope involves the renovation of the hotel
podium and public areas. The work is not limited
to architectural finishes but also includes struc-
tural modifications and electro-mechanical
works.
The client is Gezierah Hotel and Tourism Com-
pany and the contract duration is nine months
starting January 2006.
Qatargas LNG QCS 6 & 7, Qatar
As part of the LNG project, the Qatar Petroleum
(QP) & Exxon Mobil (EM) Joint Venture intends
to construct new LNG facilities located adjacent
to the existing LNG trains at the Qatargas Plant
site in Ras Laffan Industrial City, state of Qatar.
This project provides for the construction of one
large LNG train with options for the construction
of a second identical LNG train. The annual
capacity of each new LNG train, based on guar-
anteed rundown rates is expected to be 7.8 MTA
FOB Ras Laffan. The facilities will also produce
stabilized and treated field condensate, treated
LPG products and Sulfur.
The project start date was March 2006 and com-
pletion is April 2009.
Bandar Al Jissah Yiti Road, Oman
The scope is the construction of around 10km of
a single carriageway road linking Bandar Al Jis-

2 Bulletin - 2nd Quarter 2006
sah Tourist Development area with Yiti.
The proposed road passes through a mountain in
a major cutting. It also crosses several wadis over
multi-cell culverts. The scope of works also
includes several roundabouts as well as slope
protection works and road furniture.
The client is Muscat Municipality and the dura-
tion is one year starting March 2006.
way, St Lucia
Castries to Gros Highw
The works involve the improvement of John
Compton Highway to Choc Bay.
The client is the Ministry of Communications,
Works, Transport and Public Utilities and the con-
sultants are DIWI.
The works commenced in February 2006 and
completion is scheduled for March 2007.
R.O. Plants, Palm Jumeirah Dubai
The works are for engineering, procurement and
construction of two reverse osmosis plants with a
capacity of 32,000 m3 per day each.
The client is Palm Water and this job was award-
ed to ACWa.
The start date is March 2006 and completion is
expected in April 2007.
Eight 132kv Substations - Kuwait
Engineering and construction works of eight
132kv substations at Salmieh, Fintas, Hawalli,
Sulabikhat & Al Rai areas in Kuwait. The scope
includes civil design and building construction
including the building services. The contract was
signed in February 2006 with Hyundai Engineer-
ing & Construction Company, and the client is
the Ministry of Energy (Electricity and Water).
All eight substation buildings will be completed
by March 2007.
Jahra
a, Kifan & Fintas 300kv Substations and
Power Cables - Kuwait
Engineering and construction of three 300kv sub-
station buildings at Fintas, Kifan & Jahra area
have been awarded under one contract. The
scope includes civil design, building construction
works and building services, equipment erection
works. Also included in the project scope are all
the 300kv and 132kv power cable works. The
project was awarded in March 2006 and work has
to be done in two stages to be completed by
December 2007. The main contractors are
Siemens AG and Mitsubishi Electric. The client is
the Ministry of Energy (Electricity and Water).
 SPECIAL EVENT

A delegation of CCC top management, comprising the I am counting on all our staff to try and maintain the high
undersigned, Mohamad Seoudi, Mahmoud Zeibak and Nazih standards of cooperation with these companies, at all levels,
Abdul Kader visited Japan the last week of April and met with in order for CCC to remain their Number One choice as a
our Strategic Partners in the following sectors: Partner in the Middle East.

1. Chiyoda Corporation Oil & Gas Samer Khoury

2. JGC Corporation Oil & Gas Executive Vice President Operations
3. Mitsubishi Heavy Industries Power

We have in excess of US$ 3 billion in backlog

with these 3 companies and hope to increase it in
the near future.

CCC and
Japan
Majors
with JGC Corporation

with Mitsubishi Heavy Industries (MHI)

with Chiyoda Corporation

Bulletin - 2nd Quarter 2006  3

QUALITY MANAGEMENT
In this issue of the Bulletin we are going to cover two
important aspects of ISO-9001:2000 standard. The first is the
requirements for quality management system and the second
is management responsibility.
Requirements for Quality Management System
Introduction
Leading and operating an organization successfully
requires managing it in a systematic and visible manner. Suc-
cess should result from implementing and maintaining a
management system that is designed to continually improve
the effectiveness and efficiency of the organizations perfor-
mance by considering the needs of interested parties.
The Role of Management
A major role for Management is to establish a customer ori-
ented organization by:
Defining systems and processes that can be clearly
understood, managed and improved in effectiveness as well
as efficiency
Ensuring effective and efficient operation and control of
processes including measurement of data used to determine
satisfactory performance of the organization.
Examples of activities to establish a customer-oriented
organization include:
Defining and promoting processes that lead to
improved organizational performance
Acquiring and using process data and information on a
continuing basis
Directing processes toward continual improvement
Using suitable methods to evaluate process improve-
ment, such as self-assessment and management review.
The ISO View
The organization shall establish, document and maintain a
quality management system and continually improve its
effectiveness in accordance with the requirements of ISO-
Quality Management aims not only
at creating customer satisfaction, but
also to gain customer commitment
9001 standard. The organization shall:
Identify the processes needed for the quality manage-
ment system and their application throughout the organiza-
tion.
Determine the sequence and interaction of these
processes.
Determine criteria and methods needed to ensure that
both the operation and control of these processes are effective
Ensure the availability of resources and information nec-
essary to support the operation and monitoring of these

4 Bulletin - 2nd Quarter 2006
processes.
Monitor, measure, and analyze these processes.
Implement action necessary to achieve planned results
and continual improvement of these processes
These processes shall be managed by the organization in
accordance with the requirements of ISO-9001: 2000 standard.
When an organization chooses to outsource any process that
We have to distinguish between
managing quality and quality man-
agement. Managing Quality is a
Quality Planning Process based on
quality assurance principles to
ensure that specified requirements
are met.
Quality Management is manage-
ment of overall business processes of
the organization to ensure customer
satisfaction and continual improve-
ment.
affects product conformity with requirements, the organiza-
tion shall ensure control over such processes. Control of such
outsourced processes shall be identified within the quality
management system.
SO-9001: 2000 is oriented toward
overall management of the processes
of the organization used to provide
confidence that every product or
service will be right from the first
attempt and to the satisfaction of the
customer.
Management Responsibility
Introduction
This element is the first in the PDCA cycle specified in ISO-
9000:2001 standard. Top management is expected to take the
drivers seat in development and implementation of the qual-
ity management system.
Management commitment is a key ingredient for the suc-
cess of the management system. Customers want top man-
agement to demonstrate commitment in a tangible manner
and also to be focused on enhancing customer satisfaction
level.
Setting goals and objectives and methods for measuring
their progress on a regular basis is also required.

Organizational Structure
The organizational structure with main emphasis on qual-
ity is represented in the following pyramid:
Policy
Policy is the vision of top management in relation to man-
agement system with main emphasis on quality. It is the top
management commitment to develop and implement the
quality management system.
Organization
Resources, infrastructure and work environment.
Business Processes
Business processes required for managing the organiza-
tion, interface and interaction. Procedures required by ISO-
9001: 2000 Standard.
Technical Processes and Procedures
Processes and procedures required to accomplish major
activities to ensure compliance with specified requirements.
Quality Records
Records required for review, verification and certification
of specific activities; and statistical data required for continu-
al improvement.
Main Impact
The following items represent the main impact of the new
edition of the standard in relation to management:
Management Review shall identify items for improve-
ment
Business targets shall be measurable, and plans to
achieve them shall be developed
Quality policy shall be aimed at performance improve-
ment, and shall be consistent with the overall policies and
Bulletin - 2nd Quarter 2006
QUALITY MANAGEMENT
strategies of the organization.
Management Responsibility:
Leadership, commitment and active involvement of top
management are essential for developing and maintaining an
effective and efficient Quality Management System to achieve
benefits for interested parties. To achieve these benefits, it is
necessary to establish, sustain and increase customer satisfac-
tion. Top management should consider actions such as:
Establishing a vision, policies and strategic objectives
consistent with the purpose of the organization
Leading the organization by example, in order to devel-
op trust within its people
Communicating organizational directions and values
regarding quality and quality management system
Participating in improvement projects, searching for
new methods and solutions
Obtaining feedback directly on the effectiveness and
efficiency of the quality management system
Information derived from measure-
ments and assessments should also be
considered as input to management
review meetings in order to ensure
that continual improvement of the
quality management system is the
driver for performance improvement
of the organization.
Identifying the product realization processes that pro-
vide added values to the organization
Identifying the support processes that influence the
effectiveness and efficiency of the realization processes
Creating an environment that encourages the involve-
ment and development of people
Provision of the structure and resources that are neces-
sary to support the organizations strategic plans.
Top management should also define methods for measure-
ment of the organizations performance in order to determine
whether planned objectives have been achieved. Methods
include:
Financial measurement
Measurement of process performance throughout the
organization
External measurement, such as benchmarking, and
third party evaluation
Assessment of the satisfaction of customers, people in
the organization and interested parties
Assessment of the perception of customers and other
interested parties of product or service provided
Measurement of other success factors identified by man-
agement.
Mounir Soufyan
 5

Health,
Safety and the
Environment........
HAVING THE ROAD MAP IS VERY DIFFERENT TO
MAKING THE JOURNEY: MAKING A DIFFERENCE
Several of MOA SCD Department
and Project HSE Personnel requests
and publications have urged you, the
Project and Line Management, to con-
tinue your support so as to Make a Dif-
ference. This brings the real question:
just what can we do to make a differ-
ence in the productive lives of our
workforce?
Over the years, endless numbers of
safety rules and regulations have been
passed, all with the primary goals of
preventing employee injuries and
damage to the environment and prop-
erty. Each year, more regulations and
job rules are added to the growing
mass.
These rules - the so-called hard skills
of Safety - are the basis of the HSE
management system process. The
thought is that they serve as the HSE
road map and thus they should be ade-
quate. But they are not. Just look at the
data. CCC continues to experience
countless unfortunate incidents each
year, some of which are fatal or dis-
abling, leading to accidents with days
away from work, or even minor and
M A K I N G A D I F F E R E N C E W I L L O N LY B E A C H I E V E D
W I T H T O P A N D P R O J E C T M A N A G E M E N T S C O N T I N U O U S S U P P O R T.
PLEASE HELP US MAKE A DIFFERENCE

6 Bulletin - 2nd Quarter 2006
FEATURE
first aid cases.
Have we made progress thanks to
the many rules and regulations? Yes,
but they merely establish a baseline
and can only take us so far. Too many
employees and their families continue
to suffer each year due to injuries and
illnesses sustained on the job. Is this
acceptable performance? No. We must
do more.
Clearly, having the road map is
very different from making the jour-
ney toward an incident / injury free
(IIF) culture and a world-class safety
performance. To achieve this we must
empower and engage our workforce to
develop a shared vision of this IIF cul-
ture and workplace. We must develop
rapport so that relationships can flour-
ish. This will create a level of trust that
will enable us to work together to solve
problems. This is using the leadership
process, the soft skills of safety. Histo-
ry has proven that pure HSE manage-
ment, [many HSE rules and regula-
tions), simply are not enough.
Surveys continue to show that
employees want to be treated with
dignity and respect - they want to be
an integral part of the organizations.
Should we ever offer anything less?
The answer is definitely NOT. We call
this actively caring. We must show
that we value our employees and con-
sider their safety paramount. And we
must show that we value their contri-
butions to the organization and to the
improvement process. These values
must never be compromised.
Have we made a difference? Now
we must continue to carry the HSE
torch high and be proud to help light
the way toward achieving our vision of
an incident / injury - free workplace.
By championing this vision, we will
continue to Make a Difference.
Belal Kayyali
General Manager
Safety, Controls &
Special Assignments

BEING PROACTIVE IN
When it comes to HSE matters
would you rather be proactive or reac-
tive? One of the best ways to ensure
good safety performance is to get man-
agers, supervisors and employees
involved in HSE through proactive
means. Reinforce the actions that you
want repeated and get all levels of
employees involved in the HSE process
in order to achieve ownership in the
HSE programme. This is often easier
said than done. Some common mis-
takes that are made when managing
HSE include blaming individuals when
an incident occurs (this is the easy way
to deal with poor safety performance),
being reactive when incidents occur,
failing to find the weakness in the safe-
ty management system and holding
employees responsible but not
accountable for HSE performance.
There are five main phases that
companies go through as they strive to
achieve a true HSE culture and each
phase requires additional time and
commitment. There is the awareness
phase, recognition phase, top manage-
ment support phase, accountability
phase and finally the true HSE culture
phase.
The awareness phase begins when
the company starts posting HSE signs,
posters and handing out safety infor-
mation. The recognition phase is char-
acterized by inspections, safety com-
mittees and incentive programs. The
top management support phase is
characterized by the appearance of a
company safety director, thorough inci-
dent investigations, near miss reports
and training. The accountability phase
is characterized by the establishing of
safety goals, measuring safety activities
and costs of incidents charged back to
individual projects or cost centres. The
true safety culture is achieved when
safety becomes an integral part of day-
to-day operations, line accountability is
FEATURE
HSE
in place and every level of employee
from top management down is com-
mitted to safety on a daily basis.
Good safety behaviour is the result
of an equal balance of skill, knowledge
and attitude. If any of these three is
lacking, then the result will be unsafe
HSE behaviour. Supervisors and man-
agers have the greatest influence on all
Proactive: acting in
anticipation of future
problems, needs or
changes in order to
prevent an unwanted
event.
Reactive: respond-
ing to an event that
has already occurred
in order to prevent
the same event from
occurring again in
the future.
three elements of balanced HSE behav-
iour. They can provide training, which
affects attitude, skill and knowledge.
They can also provide the proper posi-
Bulletin - 2nd Quarter 2006
tive reinforcement, which affects atti-
tude.
It was mentioned earlier that one of
the keys to success is to reinforce what
you want repeated. Everyone
responds to things that affect the finan-
cial part of their lives. One way to rein-
force positive HSE behaviour and be
proactive at the same time is to tie the
annual raise or bonus to proactive HSE
activities. Management can easily initi-
ate a number of desired proactive HSE
activities such as training, inspections,
committee meetings, near-miss report-
ing, safety meetings, tool box talks, cor-
rective actions, and so on.
These are just a few examples and
there are many more that can be
applied. These are all easily document-
ed and audited. The end result is that
if the minimum required activities are
completed in a year (along with the
non-HSE requirements of his annual
raise or bonus) the employee receives
100% of his raise or bonus. If he com-
pletes 80% of the minimum require-
ments then he gets 80% and so on.
This process sets up measurable,
accountable and proactive programs
that achieve the desired results and
reward what you want repeated.
In conclusion, HSE performance can
be positively influenced by introducing
measurable, easily documented proac-
tive safety activities that get all levels of
employees involved and affect their
pay and benefits.
Owen W. Reed, CSP
Group HSE Manager
Safety & Controls Department
 7

For Whom HSE Is Most Important
Although the CCC Group has had a
presence in Egypt since the 1980s, the
Group has only during the past three
or four years begun to see its invest-
ment become converted into a solid
presence in this country of 70-plus mil-
lion.
During the last 30 months CCC has
been awarded projects to build two
power plants in joint venture with Has-
san Allam Sons; build the Cairo head-
quarters for HSBC; renovate the Shera-
ton Gezira Hotel before it is handed
over to Sofitel; construct two towers
that will serve as the new Saudi Arabia
EVPOs site visit to Sheraton Hotel Extension
Embassy in Cairo, and build a major
extension for the Sheraton Hotel in
Heliopolis.
All of these projects come on the
heels of two noteworthy projects in
which CCC was joint ventured with
Orascom Construction Industries
(OCI). The two joined to build the
prestigious Mirage City consisting of a
JW Marriott Hotel that includes condo-
miniums in what was then mere desert.
Both also worked as a team to build
the Golden Pyramids. Upon comple-
tion, the owner re-named this the
largest combined shopping
mall/hotel/apartment complex in the
Middle East. It now is known as City
Stars. Not since the building of the Giza
Pyramids have so many employees
worked on a single project in this cra-
dle of civilization.
In addition to the construction pro-
jects, CCC and OCI jointly own and
operate National Steel Fabrication (NSF),
perhaps the largest structural steel fabrica-
tion and erection firm in Egypt.

8 Bulletin - 2nd Quarter 2006
FEATURE
Morganti, also, has undertaken a
major project in Alexandria. In a joint
venture with American International
Contractors, they are completing an
undertaking reportedly last observed
by workers employed at the direction
of Alexander The Great, founder of
Alexandria.
Employees of the joint venture were
reminded of Alexandrias history when
excavations uncovered antiquities that
caused delays and detours. One area of
trenching near the center of town ran
parallel with ongoing excavations by
archaeologists who were preserving
ruins of a cistern and water distribu-
tion system first constructed during the
Graeco-Roman period and that had
later been constructed upon when
another cistern was added some 500
years ago.
Metaphorically, CCC began laying
the foundations for its current growth
by emphasizing the value of each
employee first as a human being and
second as an employee completing a
task.
The Policy Statement serves as the
first topic discussed in all inductions.
During the inductions, employees
are informed of the rules and of the
presence of and need for compliance to
procedures prepared for their work.
Compliance with procedures, how-
ever, is only half the battle. Every
employee is reminded that he or she
also is a safety officer and is required to
help protect his fellow workers and the
public, as well as the environment,
from hazards caused or observed while
they are at work.
Indeed, just as General Manager,
Belal Kayyali, has often stressed in site
visits he has made in Egypt, each mem-
ber of CCC also is required to take his
lessons and new methods home to
communicate with his family and
neighbours. Practices and precautions
that are utilized only while collecting
wages are not what CCC Groups HSE
is all about. Our message and our task
are unlike any other within the corpo-
rate structure.
Health, Safety, and Environmental
Management, however, is more than
compliance with procedures, rules,
Sheraton Gezira Induction
regulations and laws. It is about peo-
ple.
It is about that youngster, lets call
him Ahmed or Gurguis. Its about that
baby daughter, not yet one year old. Its
about your grandmother or grandfa-
ther, or about that great grandchild not
yet even born. In other words, HSE is
about people. People, their daily lives,
their dreams and hopes, fears and
tribulations, come first.
We in Egypt have learned that it is
not safety that comes first. It is not our
employees who come first. It is the
loved ones of our employees who must
always remain first and foremost in our
minds as we work. In every induction
and at every toolbox talk conducted by
or for HSE, we stress that our employ-
ees families expect them to come home
safe. And so do we.
I would claim our thinking is unique
except that it is prominently displayed
by Managing Office at the web site
www.hse.ccc.gr.
The current nucleus at each project:

Sheraton Hotel Extension
Heliopolis
Project Manager Zikar Masroua
Construction Manager George
Amireh
HSE Manager Khaled Metwally
Saudi Embassy Cairo
Project Manager Ziad Bishouti
Construction Manager Afif Jemaal
HSE Manager Yasser Abed
HSBC Headquarters Cairo
Project Manager Camille Ghantous
Construction Manager Sameh
Sakkout
HSE Manager Dr. Ehab Nagi
Alexandria High Priority Project
Project Manager Hany Shuhaibar
Deputy Project Manager Dr.
Mohamed Allawi
Chin Up for HSE
Health, Safety and the Environment
are so very much interrelated, to an
extent that it becomes almost impossi-
ble to deal with each component sepa-
rately. There is no need to emphasize
the utmost importance of these three
most vital issues in each individuals
life. There exists nothing more precious
than ones health. Without a healthy
environment and an accident and
injury-free lifestyle, there is no way
one can maintain a healthy life.
The same applies to the workplace,
where maintaining an accident and
injury free workplace and taking good
care of the environment leads to a
healthy workforce capable of good per-
formance without any significant
material damage or loss.
Without any prejudice, we can be
proud of our achievements in the HSE
field. We have collectively worked 20
mm man-hours without a DAFWC, sig-
nificant environmental / social impact
or serious security breach; 49 million
km driven; 9 million lifts performed; 7
million meals served without a related
DAFWC; superb response to the
injured / ill are among those achieve-
ments that can be classified as a world-
class occupational health deliverable.
We did accomplish a big part of the
job, but major tasks are yet to be per-
FEATURE
Construction Manager
Ahmed Fawwal
Transmission Line Man-
ager Bassam Kawash
HSE Manager Ahmed
Ghanem
Also note the photo-
graph of Area Manager
Bassam Daher listening to
EVP Samer Khoury dur-
ing a site visit to Sheraton
Hotel Extension in
Heliopolis.
Training sessions are concluded
with the team-solidifying chant, in
English and Arabic, varying on the
theme that, We Are Number One.
Safety Is Number One. Egypt Is Num-
formed. In order to maintain the same
levels of performance in the remaining
part of the project, line managers and
supervisors are to continue the drive
towards an accident and injury free
workplace. The achievements men-
tioned before are a credit to them and
to the workforce of CCC who have all
contributed to achieving this record. In
order not to be shaken back into risk-
reality with a fatality or a serious injury
or accident, line managers and supervi-
sors are asked to continue to monitor /
focus on the 8 Golden Rules of Safety,
with particular attention to:
Drop Zone (lifting operations)
No Go Zone (mechanical / ther-
mal- expansion isolation)
Overhead Power lines (electrical
isolation)
Excavations; especially with
water (physical isolation / ground dis-
turbance)
Railroad crossings (electrical iso-
lation / vehicle safety)
Line Pipe Supports (thermal-
expansion isolation)
Critical Path: Hydro tests.
The effectiveness of how these activ-
ities are supervised is a critical path to
continued success. Controls for these
potential hazards come in the form of
supervisors on-site risk assessment,
Bulletin - 2nd Quarter 2006
Bill Anderson (left) with Samer Khoury
ber One. We All Are One For All, And
We All Are For One.
Kollina Rakem Wahed
Bill Anderson
HSE Manager, Egypt Area
toolbox talks and task observations.
Please monitor the effectiveness of
these inputs and utilize Advanced
Safety Audit to provide feedback to
Supervisors. We will remain consistent
with our obligation: if an act / condition
warrants imminent danger to person-
nel, environment, social or security,
work shall be stopped until the risks
are mitigated. We must also continue to
advise line management in identifica-
tion of risks and actively participate in
resolution of hazards.
Congratulations on all these remark-
able achievements. Our teams com-
mitment and (more importantly) deliv-
ery of these milestones is indicative of
professionalism.
Reputation is how people define us;
character is how we define ourselves.
Reputation is based on perceived suc-
cess (statistical point in time), but char-
acter is based upon how individuals or
a team reacts to adversity. Your charac-
ter as professionals is recognized and
well deserved, especially at the site
level.
Thanks again and continue coach-
ing and support for line management
to continue the performance.
Victor Karam
Medical Manager
BTC / SCP Project
 9

Five Steps to Risk Management
How to assess the risks in your
workplace
Follow these steps:
STEP 1: Look for the hazards
STEP 2: Decide who might be
harmed and how
STEP 3: Evaluate the risks and
decide whether the existing pre-
cautions are adequate or whether
more should be done
STEP 4: Record your findings
STEP 5: Review your assessment and
revise it if necessary
Dont be overcomplicated. In most
firms in the commercial, service and
light industrial sectors, the hazards are
few and simple. Checking them is com-
mon sense, but necessary. You proba-
bly already know whether, for exam-
ple, you have machinery that could
cause harm, or if there is an awkward
entrance or stair where someone could
be hurt. If so, check that you have
taken what reasonable precautions you
can to avoid injury.
If you are a small firm and you are
confident you understand whats
involved, you can do the assessment
yourself (you dont have to be a health
and safety expert!). If you are a larger
firm, you could ask a responsible
employee, safety representative or
safety officer to help you. If you are not
confident, get help from a competent
source.
Hazard and Risk dont let words in
this guide put you off!
Hazard means anything that can
cause harm (e.g. chemicals, electricity,
working from ladders, etc)
Risk is the chance, high or low, that
somebody will be harmed by the haz-
ard.
STEP 1 Look for the Hazards
If you are doing the assessment
yourself, walk around your workplace
and look afresh at what could reason-
ably be expected to cause harm. Ignore
the trivial and concentrate on signifi-
cant hazards which could result in seri-
ous harm or affect several people.
Ask your employees or their repre-
sentatives what they think. They may
have noticed things which are not
immediately obvious. Manufacturers

10
FEATURE
instructions or data sheets can also
help you spot hazards and put risks in
their true perspective. So can accident
and ill-health records.
STEP 2 Decide who might be harmed,
and how
Dont forget:
young workers, new and expec-
tant mothers, and so on, who may be
at particular risk
cleaners, visitors, contractors,
maintenance workers, and so on, who
may not be in the workplace all the
time
members of the public, or people
you share your workplace with. If
there is a change they could be hurt by
your activities.
STEP 3 Evaluate the risks and decide
whether existing precautions are ade-
quate or more should be done
Consider how likely it is that each
hazard could cause harm. This will
determine whether or not you need to
do more to reduce the risk. Even after
all precautions have been taken, some
risk usually remains. What you have to
decide for each significant hazard is
whether this remaining risk is high,
medium or low.
First, ask yourself whether you have
done all the things that the law says
you have got to do. For example, there
are legal requirements on prevention
of access to dangerous parts of machin-
ery. Then ask yourself whether gener-
ally accepted industry standards are in
place. But dont stop there - think for
yourself, because the law also says that
you must do what is reasonably practi-
cable to keep your workplace safe. Your
real aim is to make all risks small by
adding to your precautions as neces-
sary.
If you find that something needs to
be done, draw up an action list and
give priority to any remaining risks
which are high and/or those which
could affect most people. In taking
action ask yourself:
Can I get rid of the hazard altogeth-
er?
If not, how can I control the risks so
that harm is unlikely?
Bulletin - 2nd Quarter 2006
In controlling risks apply the princi-
ples below, if possible in the following
order:
Try a less risky option
Prevent access to the hazard (e.g.
by guarding)
Organize work to reduce expo-
sure to the hazard
Issue personal protective equip-
ment
Provide welfare facilities (e.g.
washing facilities for removal of conta-
mination and first aid)
Improving health and safety need
not cost a lot. For instance, placing a
mirror on a dangerous blind corner to
help prevent vehicle accidents, or
putting some non-slip material on slip-
pery steps, are inexpensive precautions
considering the risks. And failure to
take simple precautions can cost you a
lot more if an accident does happen.
But what if the work you do tends to
vary a lot, or you or your employees
move from one site to another?
Identify the hazards you can reason-
ably expect and assess the risks from
them. After that, if you spot any addi-
tional hazards when you get to a site,
get information from others on site,
and take what action seems necessary.
But what if you share a workplace?
Tell the other employers and self-
employed people there about any risks
your work could cause them, and what
precautions you are taking. Also, think
about the risks to your own workforce
from those who share your workplace.
But what if you have already
assessed some of the risks?
For example, you use hazardous
chemicals and you have already
assessed the risks to health and the pre-
cautions you need to take under the
Control of Substances Hazardous to
Health.
STEP 4 Record your findings
If you have fewer than five employ-
ees you do not need to write anything
down, though it is useful to keep a
written record of what you have done.
But if you employ five or more people
you must record the significant find-
ings of your assessment. This means
writing down the significant hazards

and conclusions. Examples might be
Electrical Installations: insulation and
earthing checked and found sound or
Fume from welding: local exhaust ven-
tilation provided and regularly
checked.
Suitable and sufficient - not perfect!
Risk assessments must be suitable
and sufficient. You need to be able to
show that:
a proper check was made
you asked who might be affected
you dealt with all the obvious sig-
nificant hazards, taking into account the
number of people who could be
involved
The precautions are reasonable,
and the remaining risk is low.
Keep the written record for future
reference or use; it can help you if an
inspector asks what precautions you
have taken, or if you become involved in
A Day in the Life of... Mr. Mohamad Abbasi.
Mr. Abbassi joined CCC a long time
ago. He has been assigned to look after
HSE training in the Dubai Mall project
At 7: 00 AM.
My day starts with a walkthrough in
one of the project areas for observation.
I head directly to the training room
where I conduct induction session to the
newcomers. Every day, I have new
employees in this training session. I wel-
come them, and brief them about the
project, our HSE requirements and
responsibilities. The session lasts for
more than 2 hours. We visit the emer-
gency procedure, fire protection,
method statements, risk assessment and
housekeeping. Open discussion and
participation is there with the use of the
video-shorts. I salute the newcomers,
wish them a safe stay and advise them
to behave safely.
FEATURE
any action for civil liability. It can also
remind you to keep an eye on particular
hazards and precautions. And it helps to
show that you have done what the law
requires.
To make things simpler, you can refer
to other documents, such as manuals,
the arrangements in your health and
safety policy statement, company rules,
manufacturers instructions, your health
and safety procedures and your
arrangements for general fire safety.
These may already list hazards and pre-
cautions. You dont need to repeat all
that, and it is up to you whether you
combine all the documents, or keep
them separately.
STEP 5 Review your assessment and
revise it if necessary
Sooner or later you will bring in new
machines, substances and procedures
At 10: 00 AM
I review the evaluation and prepare
myself for the second session. This time,
a group of workers from various crafts
attend our fixed HSE specialized train-
ing session. Working at height, scaffold-
ing and handling materials are among
the everyday sessions we organize. I
explain to the workers the risks associat-
ed with their activities, how they can
eliminate or reduce them, and actually
demonstrate to them the proper use of
the safety equipment. The sessions usu-
ally are interactive. Workers are request-
ed to demonstrate their understanding.
At 2: 00 PM
My training sessions are scheduled in
the morning. I spare the afternoon for
walkthrough. I believe that to be an
Bulletin - 2nd Quarter 2006
which could lead to new hazards. If
there is any significant change, add to
the assessment to take account of the
new hazard. Dont amend your assess-
ment for every trivial change, or still
more, for each new job, but if a new job
introduces significant new hazards of its
own, you will want to consider them in
their own right and do whatever you
need to keep the risks down. In any
case, it is good practice to review your
assessment from time to time to make
sure that the precautions are still work-
ing effectively.
Buks Beukes
HSE Manager
RLX Project
Doha Qatar
effective trainer one must ensure that
safety instructions and advice are
understood. They should be reflected in
workers behaviour. I get close to the
workers, observe their acts, identify the
safe ones and praise them, and pinpoint
the unsafe ones and correct them. Sel-
dom do I shout, for I believe that to win
the workers heart is to communicate
closely, warmly and correct clearly the
violations. So many times I see workers
violating our HSE requirements. I
approach them, call upon the supervi-
sor, identify the risks they might be
exposed to due to their violation and
explain how working according to pro-
cedures would save their lives and
health.
My reward is when I see the workers
go back home safely.
Mohamad Abbasi
HSE Training Officer
 11
FEATURE

Fleet Management System

I. Background
Every 12 minutes someone dies in a motor vehicle crash,
every 10 seconds an injury occurs and every 5 seconds a crash
occurs. Many of these incidents occur during the workday or
during the commute to and from work. (U.S. Department of
Labor, Occupational Safety & Health Administration
(OSHA)).
Crashes on and off the job have far-reaching financial and
psychological effects on employees, their co-workers and
families, and their employers.
Employees are CCCs most valuable assets. In order to pre-
vent further vehicle accidents that have been occurring on its
projects worldwide, to achieve its goals and to maintain its
construction culture, CCCs Executive Management chose
then to launch the initiative of the Fleet Management System
(FMS).
II. Elements of Fleet Management System (FMS)
The FMS is divided into two major elements: The Vehicle
Monitoring System (VMS) and The Journey Management
Planning (JMP).
II.1 Vehicle Monitoring System (VMS)
VMS includes the installation of monitoring devices on
vehicles that record safety related information such as over-
speeding, hard braking, idling and so on.
The information is then downloaded and sent to the HSE
Department in order to be analyzed for violations.
II.2 Journey Management Plan (JMP)
Prior to starting a journey, whether it is a high risk journey
or a critical one, a Journey Management Plan Form has to be
filled and completed by the initiator and a risk assessment has
to be conducted by the traveling team if deemed necessary.
Prior to starting the journey, the initiator of the journey has
to give the form, duly completed, to the dispatcher who
should in turn open a journey log on the computer; this log is
closed when the journey is completed.
III. Resources
In response to the CCC Groups committed desire to
implement the Fleet Management System, a dedicated team
known as the Vehicle Governance Unit (VGU) has been estab-
lished in Musaffah, Abu Dhabi, to plan, lead and implement
the gradual introduction of the Journey Management Plan
computer application with its supporting vehicle black-box
hardware. The VGU has a functional reporting system to
PMV-Musaffah and to ISD-MOA.
In parallel, the HSE Department will have to establish the
Journey Management Plan and the number of vehicles to
receive VMS units based on task risk assessments; to monitor
compliance with HSE related procedures; to collect, to report
and to analyze VMS Data.
As a part of its roles and responsibilities, the Safety & Con-
trol Department (SCD) has to begin its training campaign all
over the required projects in order to introduce the Fleet
Management System to the appropriate people. The VGU
will accompany this campaign and will provide training
about the necessary technical issues of the FMS. Below is the
implementation strategy flow chart for more details.
IV. FMS Implementation Strategy

see table opposite

V. Benefits
There are many benefits to
installing a company-wide vehi-
cle management solution of
which the first and most impor-
tant is the safety of drivers and
passengers. By monitoring events
that can cause accidents such as
over-speeding, harsh braking,
harsh acceleration and monitor-
ing of a drivers working hours, a
company can take the appropri-
ate mitigation measures against
violations. Other important bene-
fits of a vehicle management solu-
tion are the following:
Reduction of fleet mainte-
nance.
Optimization of vehicle / fleet
utilization
Tracking of vehicle locations
Calculation and reduction of
VMS (BLACK BOX) PROCESS FLOW CHART


12 Bulletin - 2nd Quarter 2006
 FEATURE

JMP PROCESS FLOW CHART

fuel consumption
Elimination of unauthorized use
of vehicles
Confirmation of overtime claims
Reduction in administration work
and elimination of log books
Production of excellent and accu-
rate management information.

VI. Conclusion
The Fleet Management System
implementation mode will not com-
promise the desired objectives yet
keep our operational flexibility and
costs to reasonable and practical
thresholds.
This mode will be arguably
acceptable to most safety clients and
will fit well with our CCC construc-
tion culture.
Research has proved that once
drivers feel that they are being mon-
itored, their behaviour will ultimate-
ly change.

Haitham Harajli
Assistant HSE Coordinator
Safety & Control Department FMS IMPLEMENTATION STRATEGY

Bulletin - 2nd Quarter 2006 

13

AN OVERVIEW OF THE HSE GRADUATE UNDER
DEVELOPMENT PROGRAMME
Consolidated Contractors Company
considers its people as its most valuable
asset and is reputed for the role it plays
in pioneer career and development
programmes and opportunities for
fresh university graduates.
CCC endeavors to maintain its
youthful and dynamic nature by offer-
ing new graduates a challenging and
stimulating long-term career. The con-
tinuous recruitment and injection into
the staff of high caliber young gradu-
ates is central to CCCs success. Oppor-
tunities for individual advancement
are numerous and the company struc-
ture gives junior staff unparalleled
access to seniors within the firm. New
Graduates are regularly deployed out-
side their home base, leading to gen-
uine international experience from the
start.
With these principles and core val-
ues in mind, CCC established yet again
another pioneer programme in January
2004 as part of its endeavour for
Vision for the Future, the Health,
Safety & Environment Graduate Under
Development Programme.
The programme complies with the
same principles as the CCC Graduate
Under Development Programme,
however, it was tailor-made for the
Health, Safety & Environment Disci-
pline.
Objective
The main objective of this pro-
gramme is to provide a long-term strat-
egy to ensure the smooth and continu-
ous inflow, investment in and develop-
ment of qualified, capable and loyal
graduate staff, in order to cater for the
need to fill HSE supervisory, specialist,
expert and managerial job vacancies
arising from relocations, releases, pro-
motions, diversification and growth in
CCC operations.
Key Roles and Responsibilities
The key functions played at the
Head Office are through the HSE-GUD
Programme Sponsor who has a key

14
FEATURE
role in the programme. He is responsi-
ble for designing with Human
Resources the Professional & Supervi-
sory as well as the Expert & Leadership
Development stages for GUDs falling
under his scope of responsibility,
reviewing the effectiveness of the HSE-
GUD programme and implementing
remedial actions as necessary. He
meets at least once a year with HSE-
GUDs falling under his programme,
reviewing the completed Electronic
Training Passports, Experience Log
Sheets & Assessment Reports, discon-
tinuing the Development Programme
to non-performing HSE-GUDs in
addition to many other key activities
that he is involved in.
Another key function is handled by
the HSE Research and Development
Specialist who is overall responsible for
the coordination of all GUD activities
from their pre-selection to their assign-
ment on site. This function involves
weekly follow-up with all the HSE-
GUDs on their progress and their
needs through the weekly reporting,
handling of discomforts or concerns
that may arise for the GUDS, continu-
ous monitoring of development, pro-
posals for their relocations and assign-
ments in addition to other key func-
tions.
However, these roles are not suc-
cessful without the support of the pro-
ject key roles that are played by the
Project Manager, the HSE Manager
(the Mentor), and the Counselor.
The Project Manager, although he
may not interact routinely with the
HSE-GUD, has a major role in the sup-
port and success of this programme.
Without the support and commitment
from the Project Management, this pro-
gramme will not succeed.
Another key role is the HSE Manag-
er (the HSE Mentor). This role is the
one that is involved with the HSE-
GUD on a daily and routine basis. He is
responsible for the assignments, devel-
opment, training, monitoring and
overall smooth implementation of this
Bulletin - 2nd Quarter 2006
programme.
Further to the above key contribu-
tors in the programme, the Counselor
is responsible for meeting with the
GUD on a weekly basis over the first
month of his employment and there-
after on a bimonthly basis, until the
completion of twelve months of
employment. These informal meet-
ings are intended to make the GUDs
induction, orientation and adjustment
to the environment as smooth and
speedy as possible. He is also responsi-
ble for discussing matters of impor-
tance related to the GUD or his devel-
opment programme with concerned
management staff, keeping the Pro-
gramme Sponsor informed.
Candidate Selection
The selection of candidates to this
programme is quite a lengthy process
including reviews on the qualifications,
references, previous performances,
university performance, willingness
for long-term commitment, and above
all, adaptability to the CCC culture of
operations, and their performance dur-
ing the interview.
The Programme
The programme is divided into sev-
eral phases, starting with a brief induc-
tion phase carried out by the Corporate
office HSE Team to familiarize the new
recruit with the programme and its
details followed by assigning the candi-
date to the project, assigning the Men-
tor, and the Counselor.
Through the project development
phase, the GUD passes through several
developmental stages:
Stage 1: Technical HSE Experience
phase is a two to three year programme
that focuses on the development of the
technical HSE experience, procedures
and so on, on the projects. The pro-
gramme has a clear curriculum and a
clear development plan. The HSE-
GUDs will then be relocated to projects
as deemed necessary to complete their
training in the different applications of
 FEATURE

HSE on civil, mechanical and pipeline projects.
Stage 2: Expert and Leadership Development is a phase that
focuses on the development of the managerial skills and expe-
rience of the individual.
Stage 3: Management Development Stage This stage focuses
on the development of managerial skills.
Over and above the developmental stages, the curriculum
includes, In-house Development (Hands on), in-house training
courses, third party training courses, and official certification.
These are carried out at various stages of the programme. Fur-
thermore, as part of the development programme, the GUD is
assigned to various projects of various complexities and disci-
plines to ensure a comprehensive opportunity for develop-
ment. The programme as a whole is a long-term programme
spanning 12 to 15 years from the entry level leading to the HSE
Manager Level.
Integration of the HSE Culture into the society at large
through the interaction of the Middle Eastern Staff in the
society. This also feeds into the overall sustainability initia-
tives.
Vision for the future
The key to the success of the programme is the strategy that
is employed in the growth and development of these individ-
uals, the continuous follow up and cooperation between the
projects and Corporate office that go hand-in-hand with the
individual initiatives that these graduates undertake.
Rana Labban Mhanna
HSE Specialist
Research and Development
Safety & Controls Department

Achievements
The main achievements of the programme are:
We currently have 24 HSE GUDs on board
Client approvals on the HSE GUDS

Accident Costs And Insurance

Uninsured costs:
Its Not Only Money...
When anyone you work with gets into an accident, it costs Lost Time
everyone. Its almost as if you could take an extra deduction Extra wages, overtime payments
from your paycheck. The costs are always greater than money Sick pay
alone. Production delays
Fines
Hidden Costs Of Accidents Loss of contracts
Production time loss Legal costs
Stress to other workers Damage to product, plants, buildings, tools, and equip-
Administrative time for investigation follow-up ment.
Time and cost of recruiting, hiring, training replacement Clearing the site.
Property or material damage or loss Investigation time.
Fines Excess on any claim.
Loss of business reputation.
But I have insurance for such incidents. Uninsured costs cannot be claimed, and a poor health and
Insurance policies dont cover everything and may only safety record may mean increased premiums of refusal of
pay for serious injuries or damage. All other costs will have to future insurance cover.
be met by you.
The amount of these uninsured costs varies between busi- Why Pay The Cost?
nesses and the type of incident, but is several times more than Luckily, many accidents can be avoided just by taking extra
the insurance costs. time and care, by wearing and using the right equipment, and
by following safe practices. Theres no reason to pay the high
Insurance costs: cost of accidents.
Covering injury, ill health, and damage. Mohamed Abu Taha
HSE Engineer

Bulletin - 2nd Quarter 2006  15

FEATURE
CHARACTERISTICS OF PROACTIVE & REACTIVE
SAFETY SYSTEMS
Studies have shown that most safety
systems are reactive. Too often, a seri-
ous or fatal accident serves as the cata-
lyst for improving the safety system.
ITS IN THE CULTURE
How a firm responds to safety large-
ly depends on its Safety Culture,
which reveals itself through an organi-
sations values and norms. For exam-
ple, a firm may tacitly ignore safety
responsibilities until accidents demand
a reaction. In a safety professionals
opinion, this norm is due (at least in
part) to the fact that some managers are
unable to relate safety efforts to the
firms basic mission.
As a firm moves to high-perfor-
mance work systems, it has an oppor-
tunity to change safety norms in order
to ensure that they are consistent with
this basic mission. Unfortunately, safe-
ty is often forgotten when such
changes are being designed. The end
result is a negative impact on the safety
culture. In other words, the new sys-
tems motivate employees to get prod-
uct out of the door often at the
expense of safety. All organisations are
perfectly designed to get the result
they get. Safety is no exception.
With many practitioners characteris-
ing safety systems as reactive, it is
necessary to examine exactly what is
meant by reactive. What characteristics
distinguish a reactive safety system?
Conversely, how can a proactive safe-
ty system be identified? If a firm is
implementing a new work system or
wishes to change the way a safety sys-
tem is currently managed, how can
safety be integrated so it becomes more
proactive?
Table 1 lists select criteria that can
help determine whether a safety cul-
ture is primarily proactive or reactive.
Although the list is not all-inclusive, it
provides comparisons in nine areas of
safety and health activity.
PERFORMANCE MEASURES
Prior to the passage of the Factories

16
Act, the primary measure of safety per-
formance was Lost Time Accidents
(LTA). Although some firms continue
to use LTA, many now use the more-
sensitive Frequency Rate. Others use
some combination of after-the-fact
measures.
The problem: These measures only
assess system output. Their use can be
misleading and may foster a reactive
approach to safety management. Using
after-the-fact performance measures,
as a trigger to initiate safety efforts is
also a primary reason for cyclical safety
performance (a frequent occurrence in
a reactive culture). Too often, it is
wrongly assumed that the absence of
injuries means the firm is doing the
right things.
Proactive safety culture searches for
ways to measure the system that pro-
duces the results. This does not mean
that hard number results should be
ignored, but rather that a firm must
recognise that the manner in which
results are obtained can be as impor-
tant as the results themselves.
In a proactive culture, key elements
of the safety system are identified and
a numerical rating system devised. This
process was so successful for one firm
that safety surveys conducted by an
audit team showed a close correlation
between frequency rates and key ele-
ment ratings at sites worldwide. This
tool helped that firm achieve outstand-
ing, long-term reductions in injuries
and workers compensation costs.
INCIDENT INVESTIGATION
In a reactive culture, the incident
investigation system typically focuses
on accident symptoms rather than
basic or root causes. Accidents are often
dismissed as isolated events that do not
involve the management system. Con-
sequently, system deficiencies may
remain undetected - free to become the
source of future accidents.
In such a culture, incident investiga-
tions tend to follow Mr. Heinrichs
domino theorythey focus on a sin-
Bulletin - 2nd Quarter 2006
gle cause concept (identify and remove
the unsafe act / condition to prevent
recurrence). In addition, the individual
employee is often blamed. As a result,
retraining is typically identified as the
next course of action. Often, accident
causes are misaligned with manage-
ment plans to prevent recurrence,
which results in few substantive
changes.
A proactive approach to incident
investigation recognises that the occur-
rence of accidents is likely to be due to
a system problem. To truly address
accident prevention, a firm must close-
ly examine such factors as its reward /
punishment system, safe practice
enforcement, feedback systems, engi-
neering, inspection / maintenance pro-
gramme, purchasing and training.
Often, incident causes can be traced
back to the management system. Thus,
a company must go beyond the single-
cause concept and take proactive steps
to change the system.
In such a culture, accidents are con-
sidered performance errors and
addressed as such. A key driver of any
change effort is growing dissatisfaction
with the status quo. It is the job of the
safety function to create the disquiet
that will drive needed change to
improve the system.
MANAGEMENT MOTIVATION
A firm that relies on after-the-fact
measures to provide direction assumes
that the absence of injuries means the
safety system is functioning acceptably.
This can demotivate management,
causing supervisors to devote little
effort to safety. Because safety can have
a Flywheel effect, effort (or lack
thereof) may not produce a significant
change in hard-number results until
after the responsible manager has
moved to another assignment.
Thus, a system that judges manage-
ment safety performance based solely
on the absence of injuries is doing a
great disservice to both managers and
the entire organisation. Safety efforts

cannot be correlated with hard-num-
ber results in a reactive culture; conse-
quently, proactive safety efforts may
not be valued. As a result, safety is
rarely included in management com-
munications nor is it included in man-
agers performance appraisals. Instead,
it may be included under a general
heading, which further diminishes its
importance.
A proactive culture evaluates and
rewards a managers safe-
ty performance based on
what s/he contributes to
the safety system. Has the
system shown measur-
able improvement during
that managements
tenure? Has s/he led safe-
ty efforts, including pro-
viding resources and time
to detect, evaluate and
eliminate hazards?
Has this manager set
and executed challenging
safety goals designed to
improve the system?
Established clear expecta-
tions for safety? Personal-
ly provided ongoing
behaviour feedback to
reinforce safe behaviours
and confront unsafe
behaviours? Included
safety in performance
appraisals? If the overall
system is improved, then
hard-number results will
naturally follow.
SAFETY & HEALTH
ACTIVITIES
In a reactive safety cul-
ture, the safety system is not well
defined, and efforts are usually orient-
ed towards physical hazards, contests
and gimmicks. Within such an environ-
ment, the firm is looking for the next
big promotion to provide a boost. If
asked, what is your safety program?
most managers would not be able to
provide a concise answer.
Typically, safety attitudes are the
focus. The firm may use films or
posters that rely on scare tactics to get
the safety massage across; initiate con-
tests to create safety awareness that fail
to link behaviours to rewards; and hold
preachy safety meetings that lack
substance. Safe practices are also atti-
tude-oriented in an attempt to con-
vince employees that these practices
should be followed.
Conversely, in a proactive culture,
activities focus on behaviour and sys-
tem improvement. The key belief is
that behaviours determine hard-num-
ber results. Thus, key elements of the
safety system are structured so that
performance measures reflect a behav-
ioural bias. However, management
behaviour, as well as that of employees,
must be addressed, because a one-
sided approach to behaviour-based
safety management can be counterpro-
ductive. Common activities include
safe behaviour reinforcement and
coaching skills; devising systems to
Bulletin - 2nd Quarter 2006
FEATURE
measure safe behaviours and provide
feedback; developing behaviour based
safe practices; and goal setting that
focuses on system improvement.
SAFETY & HEALTH GOALS
Within a reactive culture, safety and
health goals either are not established
or are based solely on injury reduction;
little attention is placed on strategies
for achieving goals. Individual operat-
ing departments rarely establish
their own goals, nor does site
management require periodic
progress reviews to ensure that
goals are achieved.
Within a proactive culture,
goals are established at both
department and plant / site lev-
els. These objectives focus on
improving key elements of the
safety system and fostering
active employee involvement.
Injury/illness reduction goals
establish clear objectives, strate-
gies and measures. Safety and
health goals are aligned with
overall company goals; upper
management monitors progress
and periodical reviews are con-
ducted. In addition, accomplish-
ments and milestones are recog-
nized and celebrated.
EMPLOYEE SAFETY MEET-
INGS
Perhaps the most visible man-
ifestation of a reactive safety cul-
ture is employee response to
safety meetings. Inadequate
planning, coupled with a percep-
tion that management does not
truly care about safety, can result
in meetings that encourage employees
to vent their feelings. The primary
management objective is to fill time.
Meeting content and quality are sec-
ondary. Preparation often consists of a
hastily arranged video shown with lit-
tle or no comment. Consequently, the
meeting is not viewed as an opportuni-
ty but rather as a drain on time.
By contrast, a safety meeting in a
proactive culture can be an exciting,
educational event. Such a meeting is
 17
 FEATURE

well planned, is focused on improved understating of the clear, concise language and incorporate behavioural terms.
safety system and actively involves employees as partners Safe practices are 1) Known and understood; 2) readily avail-
with management. able to all employees for reference; 3) updated when changes
occur; and 4) used for training and employees safety perfor-
SAFETY & HEALTH TRAINING mance evaluations.
In a reactive culture, little safety training is provided
beyond that mandated by regulations. To truly contribute to GROUP RECOGNITION
improving the safety system, employees must understand Group recognition of good safety performance is often
the scope, content and objectives of that system as well as based on criteria such as safe work hours without an acci-
how it functions. They should also understand how system dent. Although such celebrations provide a break from the
components in their work area are evaluated. For example, if work routine and may be good public relations, they are
a department has a behaviour observation system (BOS), linked to after-the-fact measurement of performance. Conse-
employees should participate in (or lead) these efforts. Such a quently, a celebration based on the absence of accidents rarely
process requires training commensurate with the level of pinpoints or reinforces proactive safety efforts.
involvement that employees will assume. Proactive recognition for group safety and health perfor-
A proactive firm recognizes the need for training beyond mance is based on system measures such as high BOS scores
regulatory requirements, then schedules time and allocates or job safety analyses. Recognition for contributions to
resources to ensure that such training is provided. Training improving a key element rating within the department helps
quality also reflects the impor- ensure continuous
tance that management places improvement of the
on safety. Thus, its primary focus SAFETY QUIZ safety system and
is key elements of the safety consequently drives
system. Objectives are estab- 1. The ends of reinforcing steel must be protected if: down accidents and
lished and methods devised to (a) the rebar is no. 3 or larger, (b) the rebar is 30 or less in associated costs.
ensure that learning has height, (c) an employee can come in contact with it, (d) time
occurred and that desired skills provides CONCLUSION
have been acquired. Those with 2. In the event of an accident: Although some
safety leadership roles receive (a) Heavy equipment may be used to free the victim, (b) All firms have recognised
training commensurate with workers should go to the accident area to assist the rescue, that their safety cul-
assigned responsibilities. (c) First aid should only begin after rescue personnel have ture is reactive, many
arrived, (d) An emergency response procedure should be have been unable to
SAFETY PRACTICES followed. clearly identify a range
In a reactive culture, assum- 3. How often should an excavation and the adjacent of safety activities,
ing that safe practices have been areas be inspected by a competent person? which adequately
written, phrases such as be (a) Hourly, (b) Daily, (c) Weekly, (d) Monthly describes that culture.
careful, watch out, be alert 4. A trench having 19.5% oxygen is always safe to enter. To ensure improve-
and similar non-behavioural, (a) True, (b) False ment, the firm must
cautionary wording are often 5. How far from the edge must warning lines be clearly identify the
used liberally. These phrases do installed? problem in terms read-
not yield information; they are (a) 8 feet, (b) 2 feet, (c) 6 feet, (d) 4 feet ily understood by all
merely used for emphasis. This is 6. What is maximum allowed fall distance into a safety personnel.
not surprising, however, since net? A reactive safety
safe practices are often written in (a) 30 feet, (b) 15 feet, (c) 10 feet, (d) 6 feet culture can become
response to accidents. Unfortu- 7. Scaffold must be at least _____ from overhead power proactive once the
nately, some firms do not pro- lines. company recognises
vide guidance on how to devel- (a) 8 feet, (b) 5 feet, (c) 10 feet, (d) 3 feet the problem, becomes
op effective safe practices or feel dissatisfied with the
no need to have them written. Answers: (1) c, (2) d, (3) b, (4) b, (5) c, (6) a, (7) c status quo and takes a
By contrast, a firm with a first step toward
proactive safety culture develops improvement. Such
safe practices based on a thor- changes are not always
ough evaluation of hazards inherent in the work area and easy, but they have tremendous payout potential especially
implements safeguards before an accident occurs. These prac- in terms of reduced injuries and associated costs, which can
tices cover general, site-wide rules as well as operation-specif- affect the bottom line.
ic practices. Within such a culture, practices are written in
Bharat Pandya


18 Bulletin - 2nd Quarter 2006
 FEATURE
Getting Ahead with Back to Basics
To implement higher standards of rules and regulations for
Health, Safety and Environmental concerns on construction
sites that are in usual circumstances operated by a free-spirit-
ed handy group of construction tradesmen , who may have a
less safety culture in prospective than those who are more ori-
ented to safer construction practices, this is the type of atmos-
phere that BACK TO BASICS is GETTING AHEAD for
building an HSE culture for the project.
Basics such as wearing of personal protective equipment,
equipment operating policies, the climbing up on structures
safely, the removal of unsafe conditions, and most important-
ly the self-satisfaction of completing each activity safely after
pre-planning and a proactive approach.
An excellent example of step-changing towards a safe cul-
ture is the ongoing construction projects in Jordan, where
most if not all site crews are supplied by local subcontractors
with a high turnover rate very frequently, and safety mea-
sures are unusual performances, to the point that wearing of
a hard hat was not at all in the mind of any worker, and resis-
How to Identify a Potential Stroke:
A Must To Remember
I had a patient recently who came in with his wife because
he was suddenly seeing double. He could not touch my fin-
ger accurately with his finger while either eye was covered (so
he didnt see double).
I referred him immediately to his primary care physician
and to the emergency room for an MRI.
He was in the process of stroking. Fortunately he
received the help he needed and avoided paralysis and/or
death. It is important, when one suddenly notices change of
speech, double vision, or loss of motor control, that impend-
ing stroke needs to be ruled out quickly.
Sometimes symptoms of a stroke are difficult to identify.
Unfortunately, lack of awareness spells disaster. The stroke
victim may suffer brain damage when people nearby fail to
recognize the symptoms of a stroke.
Recognizing a stroke might be a lifesaver and any
bystander can recognize it by asking three simple questions:
1. Ask the individual to smile.
2. Ask him or her to raise both arms.
3. Ask the person to speak a simple sentence.
If he or she has trouble with any of these tasks, call your
Bulletin - 2nd Quarter 2006
tance was experienced and opposed daily.
It really did not take much to get ahead, due to Morgan-
tis/CCC insistence on implementing their fair share of OSHA
standards on construction.
The managing team constantly looked for ways to enhance
the safety culture, monitoring and guiding practices, sharing
the experience of previous lessons learned. The team was
formed by Morganti/CCC project members with an excellent
history on safe practices: this is the best way for the culture to
get ahead.
Like all other matters in the industry, safety is a mind set,
and when there is a will, there is a way.
The project has passed four and a half million man-hours
worked without a lost time accident, all workers have been
through safety and health training and everyone knows that
safe practices are the winning method to success.
Zaki Hallaq
HSE Manager
KGP Project
doctor immediately and describe the symptoms. After discov-
ering that a group of non-medical volunteers could identify
facial weakness, arm weakness and speech problems,
researchers urged the general public to learn the three ques-
tions. They presented their conclusions at the American
Stroke Associations annual meeting in February 2005. Wide-
spread use of this test could result in prompt diagnosis and
treatment of the stroke and prevent brain damage.
Remember, the person you save may be your parent, your
child, your spouse or your friend. Let us hope it never hap-
pens around you but if it does, WILL YOU REMEMBER THE
THREE QUESTIONS?
Dr. Victor Karam
Medical Manager BTC / SCP Project.
 19

Behaviour Based Safety: a Conceptual Understanding
In recent years, there have been
tremendous attempts to apply behav-
ioural psychology to reduce risks in the
workplace. Such approaches are based
on the fact that behaviours are the indi-
vidual acts observed by others. At-risk
behaviour is then perceived as the last
observable event preceding a workplace
injury. Controlling such behaviour
would therefore lower the extent or
severity of injuries, and contribute to a
safe workplace.
Conceptually, the most popular theo-
ries of behaviour are the Value-Attitude-
Behaviour theory and the Theory of
Planned Behaviour. The first attributes
human behaviour to attitudes which are
driven by the individual value system,
whereas the latter asserts that social
norms and culture, along with the intent
to perform the behaviour and the per-
ceived behaviour control affect the
emergence of human behaviour.
Drawn from the above theories, the
Behaviour-Based Safety (BBS) emerges
as the methodology that integrates the
behavioural science to workplace safety;
namely applying a motivational system
that focuses on peoples unsafe attitude
and behaviour in the workplace, and the
interaction between peoples health,
their safety behaviour and their working
environment.
Why does BBS Focus on
Behaviour?
Well, the answer is simple, basically
because behaviour is an observable
act and can be adjusted on one hand;
on the other, it provides an opportunity
for managers to exert significant influ-
ence on the motivators once identified.
Challenges and Progress
Safety is not a classifiable priority; it
is a constant ever present in all activi-
ties. This is our aim at the Low Sulphur
Diesel Production (LSDP) Project in
Bahrain..
During mobilization and through the
Bahrain summer heat, HSE at LSDP has
been under constant challenges. The

20
FEATURE
What are the BBS Principles?
The Behaviour-Based Safety
approach is based on the following prin-
ciples:
Behaviour is observable and measur-
able.
At-risk behaviour is a major contrib-
utor in most accidents.
Consequences influence behaviour
(bad consequences would hinder
such behaviour and visa versa).
Commitment is essential both at the
individual and organizational levels.
Safe organizational culture creates
common safety value and belief.
Workers involvement is key to
change behaviour.
Feedback and peer-to-peer dialogue
within a safety culture improves
safe attitudes.
From the above, we might have pic-
tured the requirements for a successful
implementation of such approach.
Firstly, Behaviour-Based Safety pro-
grammes are drawn on genuine, active
and visible Safety Leadership that is
reflected by the senior managements
commitment for an injury-free perfor-
mance (caution shall be taken particular-
ly if interpreted negatively as dont
report injuries). Simply stated, the
organizational commitment affects indi-
vidual/ workers attitude and his ability/
willingness to develop affective (desire
to follow) rather than normative (oblig-
ation to follow) commitment.
Secondly, complementary to the
organizational commitment is the
endorsement of a comprehensive and
effective HSE management system. Par-
ticular attention shall be given to the
reliable record-keeping system, job safe-
ty analysis, training program, as well as
HSE team has brought real progress to
safety at LSDP. Certainly, we could not
solve all the problems but we were able
to make a difference.
Starting with a short mobilization,
and rushing into the summer, safety was
presented with real problems, real chal-
lenges and was able to find practicable
Bulletin - 2nd Quarter 2006
clear accountab ilities.
Thirdly, under the Safety is Every-
ones Responsibility and the No
blame culture slogans, employee
empowerment and involvement is
regarded as a vital condition for an
injury-free culture. This is best ensured
by encouraging open employee/man-
agement communication and feedback.
Employees, once they identify unsafe
acts or conditions, would report them to
the management who would put forth
reinforcing measures to promote such
safe behaviour and its consequences;
and the cycle goes on.
Fourthly, what gets measured gets
done. Clearly defined responsibilities at
every level of the organization are the
starting point for top performance.
When performance evaluations include
safe and at-risk behaviours, strategies
can be developed to focus on real threats
to worker safety.
In summary, a properly designed BBS
program will involve workers/employ-
ees from every level, creating an atmos-
phere of trust that results from non-
punitive observation and feedback
process, and make use of proven man-
agement techniques so as to improve
health and safety performance on site.
How to implement such a pro-
gramme on CCC sites will be explored in
the next issue.
Kassem El-Saddik
HSE Coordinator
Safety & Controls Department
References :
Professional Safety, Behavioural Safety
Theory, ASSE, October 2003.Construction Site
Safety, Safety Notes, CITB, 1998.
answers. Given the uniqueness of the
project and the initialization of a new
area, building a unique safety culture
that was mirrored throughout the pro-
ject was the outgrowth of the HSE staff s
hard work and perseverance.
The CCC HSE contribution to LSDP
was noteworthy; BAPCO/JGC our client
 FEATURE

reinforce each other; they are

awarded CCC - main construction con-
tractor - a medal for helping LSDP
achieve two million man-hours with no
lost time accidents. Reaching the first
milestone was enough to rejoice, reach-
ing the second will only strengthen the
LSDP workforce to work harder,
smarter and definitely safer.
The secret here is that the labourer
and the manager understand the equa-
tion: safety, quality and productivity
intrinsically entwined in the
culture of this project.
What is Safety Culture?
IOSH: Health and safety
culture is defined as the char-
acteristic attitudes, values,
beliefs and practices of peo-
ple at work not only the mag-
nitude of risks that they
encounter but also necessity,
practicality, and effectiveness
of preventive measures.
Wassim Estephan
On Behalf of the LSDP
HSE Team

Avian Influenza (Bird Flu)

Avian influenza is an infection
caused by avian (bird) influenza (flu)
viruses. These influenza viruses occur
naturally among birds. Wild birds
worldwide carry the viruses in their
intestines, but usually do not get sick
from them. However, avian influenza is
very contagious among birds and can
make some domesticated birds, includ-
ing chickens, ducks, and turkeys, very
sick and can kill them.
Of the few avian viruses that have
crossed the species barrier to infect
humans, influenza A (H5N1) virus has
caused the largest number of detected
cases of severe disease and death in
humans.
How does avian influenza spread
among birds? Infected birds carry the
virus in their saliva, nasal secretions,
and feces. Susceptable birds become
infected when they have contact with
contaminated secretions or excretions
from infected birds.
Infection with avian influenza virus-
es in domestic poultry causes two main
forms of diseases that are distinguished
by low and high extremes of virulence
(toxicity). The low pathogenic form
may go undetected and usually causes
only mild symptoms such as ruffled
feathers and a drop in egg production.
However the highly pathogenic form
spreads more rapidly through flocks of
poultry, and may causes diseases that
affects multiple internal organs and
kills the bird within 48 hours.
Do avian influenza viruses infect
humans? Bird flu viruses do not usual-
ly infect humans, but more than 190
confirmed cases of human infection
with bird flu viruses have occurred
since 1997.However the risk is general-
ly low to most people.
How do people become infected
with avian influenza viruses? Most
cases have resulted from contact with
infected poultry (domestic chicken,
ducks, and turkeys) or surfaces conta-
minated with secretions or excretions
from infected birds. However, the
spread of avian influenza viruses from
an ill person to another person has
been reported very rarely, and trans-
mission has not been observed beyond
one person.
What are the symptoms of avian
influenza in humans? Symptoms of
avian influenza in humans have
ranged from symptoms of typical
human influenza like symptoms (fever,
cough, sore throat, and muscle aches)
to eye infection, pneumonia, sever res-

Bulletin - 2nd Quarter 2006 -  21


piratory disease, and other severe life-
threatening complications.
How is avian influenza detected in
humans? A laboratory test is needed to
confirm infection.
What are the implications of avian
influenza to human health? There are
two main risks for human health 1) the
risk of direct infection when the virus
passes from the infected bird to
humans, sometimes resulting in severe
disease, and 2) the risk that the virus, if
given enough opportunities, will
change into a form which is highly
infectious for humans and spreads eas-
ily from person to person.
Does the current seasonal influen-
za vaccine protect humans from avian
influenza? No, it does not provide pro-
tection against avian influenza. Cur-
rently there is no commercially avail-
able vaccine to protect human from
avian influenza against H5N1. Howev-
er, vaccine development efforts are tak-
ing place.
Hydrogen Sulphide H 2 S and its Health Effects
What is hydrogen sulphide (H2S)?
H2S is a colourless, extremely poiso-
nous, and highly flammable gas which
smells like rotten eggs at low concen-
trations [1].
What are its synonyms?
Hydrogen sulfide, sulfane, sulfur
hydride, dihydrogen monosulfide, sul-
furated hydrogen, sewer gas and stink
damp.
How to get exposed to hydrogen
sulfide?
In the construction industry, when
mainly working in the oil and gas field.
Since H2S is a gas, inhalation is the
most common way of getting exposed
to it.
Why it is important to know about
H2S?
H2S has adverse health effects that
sometimes could be lethal. The

22
FEATURE
How is infection with H5N1 virus
in humans treated? Most H5N1 virus-
es that have caused human illness and
death appear to be resistant to amanta-
dine, and rimantadine, which are two
antiviral medications commonly used
for the treatment of patients with
influenza. Two other antiviral medica-
tions, oseltamavir, and zanamavir,
would probably work to treat influenza
caused by H5N1, but additional studies
are needed to prove their effectiveness.
Is there a risk of becoming infected
with avian influenza by eating poul-
try? There is no evidence at all that
properly cooked poultry or eggs can be
a source of infection for avian influen-
za viruses (cooking temperature must
be above 70 c for few minutes).
What precautions can be taken to
reduce the risk for infection from wild
birds not knowing whether infected or
not?
As a general rule, the public should
observe wild birds from a distance.
observed health effects in humans,
after getting exposed to H2S, are ocular,
respiratory, neurological, cardiovascu-
lar, metabolic, reproductive and car-
cinogenic [2]. It is believed that H2S
combines with both hemoglobin and
cytochrome oxidase enzyme resulting
in preventing/hindering oxygen to
access cellular metabolism [3].
Most of the fatal cases related to
H2S exposure take place in relatively
confined spaces.
H2S ocular health effects:
Eye irritation due to direct contact
with H2S. Others include: keratocon-
junctivitis, punctate corneal erosion,
blepharospasm, lacrimation, and pho-
tophobia have been documented with
individuals exposed briefly to high
concentrations of H2S.
H2S respiratory health effects:
Exposure to >800 ppm can cause
rapid death due to respiratory failure.
Respiratory distress might occur if
Bulletin - 2nd Quarter 2006
This protects you from possible expo-
sure to pathogens and minimizes dis-
turbance to the animal.
Avoid touching wild life, and if there
is contact with wild life, do not rub
your eyes, eat, drink, or smoke before
washing hands with soap and water.
Do not pick up diseased or dead
wild life; contact the authorities if sick
or dead animals are found.
Finally, to assure the public, there
are no travel restrictions to affected
countries at this time. Nevertheless,
travelers to affected countries should
avoid poultry farms, contact with ani-
mals in live food markets, and any sur-
faces that appear to be contaminated
with feces from poultry or other ani-
mals. Wishing all safe eating and trav-
eling.
Dr.Wael Al Taji
HGCE Project, Abu Dhabi
exposed to less concentration. Non-car-
diogenic pulmonary edema, sore
throat, cough, and dyspnoea could be
the adverse effects of single exposures
to high concentrations of H2S.
H2S neurological health effects:
Headaches, delirium, nausea, dis-
turbed equilibrium, loss of conscious-
ness, olfactory paralysis, neurobehav-
ioural changes, poor memory, tremors,
and convulsions are the observed neu-
rological effects due to single exposures
to high concentrations of H2S. Fatigue,
poor memory, dizziness, and irritability
 FEATURE

were noticed in employees chronically exposed to H2S.

Neurological effects could be permanent / persistent
depending on the exposure to elevated concentrations of
H2S.
H2S cardiovascular health effects:
Inhalation of a single dose of high concentrations of
H2S could result in cardiac irregularities, high blood
pressure, cardiac arrhythmias, bradycardia, and chest
pain.
H2S metabolic health effects:
Shifting from aerobic to anaerobic metabolism is the
main cause of exposure to H2S. This is explained by:
Inhibiting oxygen uptake
increasing blood lactate levels
reducing citrate synthase activity in skeletal muscles
H2S reproductive health effects:
Exposure to H2S may result in the spontaneous abor-
tion.
H2S carcinogenic health effects:
According to the International Agency for Research on
Cancer H2S is not classified as carcinogen.
An important note to remember is that stopping
exposure to H2S, could result in rapid recovery. Addi-
tionally, H2S doesnt concentrate / accumulate in the
human body.

What does the H2S treatment involve?

H2S treatment could be summarized as follows [1]:
inhaling amyl nitrate and pure oxygen / hyperbaric
oxygen (in some cases)
injecting sodium nitrate
administrating bronchodilators The table summarizes the human health effects due to exposure to H2S [2] & [4]

What are the First Aid measures?
An important note to remember is that before providing
First Aid to the victim the rescue team / person should make
sure that both, the victim and the rescue team / person are in
a safe area from H2S [4].
If the rescue team / person is First Aid certified apply car-
dio-pulmonary resuscitation
Undress the contaminated clothes, keeping the victim
warm
Maintain conscious victims at rest
Try treating possible injuries, if any exist
Wash out the victims eyes with large quantities of clean
water if they are red and painful for not less than 15 min
Make sure that the victim receives proper medical treat-
ment
What are the possible preventive measures?
The best means of preventing H2S exposure, is working in
areas free from H2S. [4]Other possible preventive mea-
sures could be:
Using engineering controls to eliminate H2S from the air,
or put barrier(s) between the employee and H2S
Using administrative controls (training, safe working
procedures, equipment for monitoring H2S, others)
`Using appropriate personal protective equipment. It
includes full face respirator masks which maintain posi-
tive air pressure in the face piece [5]. There are 2 types:
Self Contained Breathing Appara
tus (SCBA)
Supplied Air Breathing Apparatus
(SABA)
Dr. Wissam Abdul-Hadi
SCD, Assistant HSE Coordinator
References
1. Wikipedia, the free encyclopedia. Accessed on April 27, 2006 at:
http://en.wikipedia.org/wiki/Hydrogen_sulfide
2. International Programme on Chemical Safety (IPCS) and the Canadian
Centre for Occupational Health and Safety (CCOHS); IPCS INCHEM.
Hydrogen Sulfide:
Human Health Aspects. Concise International Chemical Assessment Doc-
ument 53. 2003
3. Agius.com. Accessed on April 27, 2006 at:
http://www.agius.com/hew/resource/h2s.htm
4. Alberta Human Resources and Employment, The People & Workplace
Department. Hydrogen Sulphide at The Work Site. January 2006.
5. Petroleum Industry Training Service. H2S Alive. 1995

Bulletin - 2nd Quarter 2006  23

FEATURE
Malaria Awareness
Malaria is one of the most serious
world health problems of the 21st cen-
tury. Approximately 300-500 million of
the worlds people are infected by the
disease and between 1.5 to 2.7 million
die from it every year.
Malaria risks exist in over one hun-
dred countries and territories. Previous-
ly widespread, the risk is now confined
primarily, but not exclusively, to the
lesser-developed tropical areas of
Africa, Asia and Latin America. The
problems of controlling malaria in these
countries are aggravated by inadequate
health structures and poor socioeco-
nomic conditions. The situation has
become even more complex with the
increase in resistance to the drugs used
to treat the disease.
CCC management is aware of the
above-mentioned and of the fact that
malaria represents a significant health
risk in many of its areas of operations.
Until such time that malaria can be con-
trolled at the community level, the com-
pany is in the process of establishing
control programmes (procedures) to
protect its personnel and operations.
Control of malaria infection is
achieved through implementation of a
management system that focuses on the
systematic use of tools for the preven-
tion of malaria:
A- Awareness & education measures.
B- Bite avoidance & the use of person-
al protective measures & environ-
mental controls in living & working
areas.
C- The use of Chemoprophylaxis.
D- Early Diagnosis & ready access to
proper medical care.
The aim of this article is to highlight
the A tool of the Malaria Management
System: Awareness & Education Mea-
sures.
What is malaria?
Malaria is a parasitic infectious dis-
ease. Four species of the genus plas-
modium are responsible for human
malaria: P vivax, P malariae, P ovale and P
falciparum. Malaria is transmitted from
human to human by the bite of infected
female Anopheles mosquitoes. Induced
malaria - congenital transmission and
transmission by blood transfusion also

24
occurs. Other than the mosquito, there
are no animal reservoirs for human
malaria.
The initial symptoms of malaria may
be mild and can be confused with
influenza and therefore not easy to rec-
ognize. Symptoms include fever, chills,
headache, muscular aching, weakness,
vomiting, cough, diarrhea and abdomi-
nal pain. With the most severe form of
malaria (falciparum), other symptoms
related to circulatory collapse, followed
by coma and death. Deaths have
occurred within 24 hours of the first
symptoms of falciparum malaria. Typi-
cal malarial attacks show sequentially,
over 4-6 hours, shaking chills (the cold
stage); fever (the hot stage) to 41
degrees Celsius or higher; and marked
sweating. The symptoms appear to be
due in large part to release of tissue
necrosis factor and other cytokines dur-
ing schizogony. The attacks may show
an every-other-day (tertian) periodicity
in vivax, ovale or falciparum malaria or an
every-third-day (quartan) periodicity in
malariae malaria. The patient may be
tired between attacks but otherwise
feels well. After the primary episode,
recurrences are common, each separat-
ed by a latent period.
Why is there a problem?
Most of us remain surprisingly igno-
rant to the health risks involved in trav-
eling to countries with a high malaria
risk, despite a recent estimate of 500 mil-
lion worldwide cases each year of the
most lethal form of the disease (falci-
parum).
Malaria is endemic in more than 100
countries and while figures indicate
that more than five million of us trav-
eled to high-risk malaria areas in 2005,
60 per cent of people failed to seek trav-
el health advice before venturing
abroad, with a quarter of those who
were visiting a high-risk malaria area
unaware of the risk.
Latest data from the WHO reveals an
increased fatality rate of 1.2 per cent in
2005 malaria cases, as the percentage of
the most lethal form of malaria (falci-
parum) increased. Malaria is a pre-
ventable disease, yet each year on aver-
age of 2.5 million travelers return from
Bulletin - 2nd Quarter 2006
overseas with malaria, and deaths
among this category of patients dou-
bled between 2002 and 2005.
All to often people are either not tak-
ing anti-malarial medication, taking the
wrong medication for the country they
are visiting, or not completing the
course for the prescribed time after leav-
ing the malarious area. People also need
to be aware that symptoms can occur
up to a year or even longer after expo-
sure, and therefore should seek medical
advice if any of the symptoms of malar-
ia are suspected at any time after a visit
to a malarious area.
Facts and stats
Malaria is endemic in more than 100
countries, which are visited by
more than 125 million international
travelers every year
Malaria is mainly found throughout
the tropical and sub-tropical regions
of the world
A recent estimate shows that almost
a third of Plasmodium falciparum
cases are contracted in South East
Asia and more than two-thirds of
cases are contracted in Africa, with
highest prevalence in the western
parts of the African continent.
Malaria causes at least two million
deaths annually
WHO estimates that every day the
disease kills 3,000 children.
How can you protect yourself?
Follow the WHO Advisory Commit-
tee on Malaria Preventions ABCD
guide:
Awareness of risk. Be aware of the
risk of malaria in the areas you visit,
take action to reduce risk, seek
immediate medical attention in the
event of fever or flu like symptoms.
Bites - prevent or avoid. Keep skin
covered up particularly between
sunset and sunrise, use insect repel-
lents on clothes and exposed skin,
use mosquito nets (impregnated
with insecticide), leave air condi-
tioning on all day and shut win-
dows at night.
Compliance with appropriate chemo-
prophylaxis. Malaria can be pre-
vented with the correct use of anti-

malarials, seek advice from your
CCC doctor, GP, practice nurse or
pharmacist well in advance of trav-
eling.
Diagnose breakthrough malaria swift-
ly and obtain treatment promptly.
A Golden Rule To Remember is:
Do not stop taking your antimalari-
al prophylaxis drug upon leaving the
malarious area, but continue the use of
the medicine regularly for a period of
four weeks after you have left. Why?
To understand this you should be
familiar with the life cycle of the malar-
ia parasite. The mosquito becomes
infected by ingesting blood containing
the sexual forms of the parasite (micro
and macrogametocytes). After a devel-
opmental phase in the mosquito, sporo-
zoites in the salivary glands are inocu-
lated into humans when the mosquito
next feeds. The first stage of develop-
ment in humans, the exoerythrocytic
stage, takes place in the liver. In all four
kinds of infection, the sporozoites
invade hepatocytes to mature as tissue
schizonts. However, in P vivax and P
ovale infections only but not in
induced infections with these parasites-
some sporozoites enter hepatocytes to
become dormant hypnozoites; activa-
tion of the hypnozoites 6-8 months later
results in a primary infection or in
relapse. When liver schizonts escape
from the liver into the bloodstream,
they invade red blood cells, multiply,
and 48 hours later (or 72 hrs with P
malariae) cause the red blood cells to
rupture, releasing a new crop of para-
sites (merozoites). Within the blood-
stream, this cycle of invasion, multipli-
cation, and red blood cells rupture may
be repeated many times.
In P falciparum and P malariae malaria,
the liver infection ceases spontaneous-
ly in less than 4 weeks; thereafter, mul-
tiplication is confined to the red cells.
Thus, 4 weeks after departure from an
endemic area, treatment that elimi-
nates these species from the red cells
will cure the infection.
Prevention:
Prevention is based on evaluating
the risk of exposure to infection, pre-
venting mosquito bites, and chemopro-
phylaxis. Medical care should be sought
immediately if malaria-like symptoms
occur while traveling. All persons who
will be exposed should receive chemo-
prophylaxis; however, because of very
rare but potentially serious side effects
due to some of the commonly used
drugs for prophylaxis, these drugs
should not be used in the absence of
malaria risk.
Please note that in spite of all pre-
cautions, no prophylactic regimen gives
complete protection. Fever or other
symptoms can develop in malaria as
early as 8 days (range: 8-60 days) after
exposure or stopping prophylaxis; for P
vivax infections, the delay may be up to
8-12 months.
The risk of exposure to mosquitoes
may be difficult to estimate since it
varies by climate, rainy season, altitude,
degree of mosquito control in urban
versus rural areas, and according to
whether exposure will occur during the
time malaria mosquitoes are biting
(chiefly between dusk and dawn). Trav-
el to urban areas of Central and South
America and Southeast Asia entails
minimal risk.
Preventing mosquito bites when out
of doors between dusk and dawn (the
primary feeding time for Anopheles mos-
quitoes), can be achieved by using pro-
tective measures: clothing should cover
most of the body, and Deet (N,N-
diethyl-3-methylbenzamide) mosquito
repellent should be applied to exposed
areas every 3-4 hours. To minimize the
slight risk of toxic encephalopathy from
deet, it should be applied sparingly and
only to exposed skin and outer cloth-
ing; avoid inhalation and contamina-
tion of eyes, mouth, wounds, or irritat-
ed skin; and wash skin after coming
indoors. Living quarters should prefer-
ably be air-conditioned or be well
screened; if screening is not available,
mosquito bed nets should be used at
night, preferably ones impregnated
every 6 months with permethrin (Per-
monone). To kill mosquitoes in living
quarters, use an antimosquito
Bulletin - 2nd Quarter 2006
FEATURE
pyrethrum-containing spray or a pow-
dered insecticide dispenser of
pyrethroid tablets or burn pyrethroid
mosquito coils. Garments can also be
impregnated (sprayed or soaked) with
permethrin, which repels for several
weeks.
Advice Regarding Treatment if
Malaria-Like Febrile Symptoms
Occur While Traveling:
Medical care should be sought
immediately. The traveler should
insist that blood smears and express
diagnostic tests be done and, if nega-
tive, repeated at intervals. If malaria is
suspected but tests and smears cannot
be done, malaria treatment should be
started.
Emergency self-treatment (standby
treatment): If you may be exposed to
malaria and medical attention will not
be readily available, you should carry
medication for self-treatment if you
develop fever or flu-like symptoms.
However, it is imperative that medical
follow-up be sought promptly. A very
practical, reliable and with almost no
side effects regimen, that covers all
kinds of malaria infections, is the fol-
lowing: Doxycycline 100 mg take 2
tablets at once and later one 100 mg
tablet daily + Fansidar (three tablets
once only).
The choice of the Chemoprophylaxis
drug should be kept to the discretion of
the medical practitioner.
Prognosis:
The uncomplicated and untreated
primary attack of P vivax, P ovale, or P
falciparum malaria usually lasts 2-4
weeks: that of P malariae about twice as
long. Attacks of each type of infection
may subsequently recur (once or many
times) before the infection terminates
spontaneously. With prompt antimalar-
ial therapy, the prognosis is generally
good, but in P falciparum infections,
when severe complications such as
cerebral malaria develop, the prognosis
is poor even with treatment. It is now
recognized that after cerebral malaria,
residual neurologic deficits can occur.
Dr. Wissam Abdul-Hadi
SCD, Assistant HSE Coordinator
 25
FEATURE

The Construction Industry and Biodiversity

The construction industry is consid- depends on the utilization of the natur- Diversity, held at Rio de Janeiro 5 June
ered as one of the major resource al resources residing in the environ- 1992:
demanding and environmentally ment. Biodiversity is an intrinsic ele- Sustainable use means the use of
destructive industries in the world. ment for life support; through the nat- components of biological diversity in a
Construction projects, whether civil or ural resources it provides. Severe mis- way and at a rate that does not lead to
mechanical, impact natural habitats use of natural resources is harming Bio- the long-term decline of biological
and disturb the flora and fauna pro- diversity and is reducing the ability of a diversity, thereby maintaining its
foundly, causing harm to biodiversity large area of the earths surface to sup- potential to meet the needs and aspira-
worldwide. These impacts can be clas- port human life. Resources such as tions of present and future genera-
sified as direct or indirect. Construction plants and biological organisms are tions.
activities affecting plant and animal essential for the production of many Preserving and utilising biological
species on a project site are a good medicines and commercial products resources sustainability is the best
example of the direct effect on the vital for humans [3]. The consequence means to nourish the two million starv-
ecosystem. On the other hand, indi- of biological resource degradation on ing people in developing nations [5].
rectly, construction activities cause Air, ecosystem performance can directly The challenge in attaining the required
water, soil, and noise pollution to their diminish sources of nutrition, energy, sustainable use of the biological
surrounding. Additionally, resources construction supplies, medicine, and resources is mainly characterised by
like timber, gravel, sand, iron ore, rocks genetic wealth [2]. the ability to efficiently utilise the
and so on, needed in construction ecosystems resources, and not disrupt
activities, are all extracted from nature. The concern to promote sustainable its natural functioning [8].
Uncontrolled production of these development is mainly intended for Construction companies should,
materials poses major negative impacts the benefit of humanity [6]. Imperative through meticulous planning, strive to
on what is called Biodiversity [1]. action is required in order to preserve lessen the effects of their activities on
Simply, Biodiversity is defined as species, and ecosystems through sus- the ecosystem. In this regard, they
the variety of living things inhabiting a tainable exploitation of biological should avoid developing projects in
particular area [3]. According to the resources [7]. According to the United places where existing major Habitats
United Nations Convention on Biolog- Nations Convention on Biological and significant species would suffer
ical Diversity, destruction or
held at Rio de loss. Moreover,
Janeiro on 5 when proceed-
June 1992: ing with a pro-
B i o l o g i c a l ject they should
diversity means do their best to
the variability retain habitats
among living and species
organisms from existing within
all sources the project site
including, inter layout.
alia, terrestrial, Reviewing
marine and the purchasing
other aquatic strategy of a
ecosystems and construction
the ecological company is yet
complexes of another impor-
which they are tant way to pre-
part; this serve Biodiver-
includes diver- sity and the
sity within environment.
s p e c i e s , Purchasing
b e t w e e n products from
species and of companies that
ecosystems are environ-
The exis- mentally con-
tence of the Fig 1: Human activities & environmental change (2) scious would
human race indirectly promote the conser-


26 Bulletin - 2nd Quarter 2006

vation of the environment and its bio-
logical resources. Furthermore, upon
work completion, construction compa-
nies should as much as possible
attempt to restore distracted ecosys-
tems caused by a project. They should
be active in recreating characteristics
and landforms capable of maintaining
the original ecosystem [1].
The attrition of biodiversity is a
global concern that requires prompt
environmental management [9].
Nowadays, a construction company
abiding by the environmental regula-
tions and protecting Biodiversity
throughout its operations is regarded
as possessing sound business practices.
However, Disregarding Biodiversity
highly affects a companys reputation
and consequently denies it access to
new projects essential for its continua-
tion in the business [1].
Oussama R. Nicolas, MPH
HSE Coordinator
Safety & Controls Department
References
1. The Business & Biodiversity Resource Centre
Fig2: The critical role of Biodiversity and sustainable ecosystems management
FEATURE
(BBRC). Construction Use and Impacts on Environment for Development. Retrieved 21,
Biodiversity in the UK. Retrieved. 27, 4, 2006 12, 2005 from http://www.unep.org
from 9. Cabezaz, H., Pawlowski, C.W., Mayer, A.L.,
http://www.businessandbiodiversity.org/con- Hoagland N.T. (2005). Sustainable systems
struction.html theory: ecological and other aspects. Journal
2. Kirk, M. (2002). The impact of globalization of Cleaner Production, 13, 455-467.
and environment change on health. Nurse 10. Biosvert, V., Vivien F. (2005). The convention
Education Today, 22, 60-71. on biological diversity: A Conventionalist
3. Timothy Oriordan (1999). Environmental Sci- approach. Ecological Economics, 53, 461-472.
ence for Environmental Management, (2nd
ed.). School of Environmental Sciences Uni-
versity of East Anglia Norwich.
4. UN Convention on Biological Diversity. Rio
de Janeiro, 5 June 1992.
5. Retrieved 28, 12, 2005 from http://www.earth-
summit2002.org
6. Zedan, H. (2005). The Role of the convention
on biological diversity and its protocol on the
bio safety in foresting the conservation and
sustainable use of the worlds biological
wealth for socio-economic and sustainable
development. Journal of Industrial Microbio-
logical Technology, 32, 496-501.
7. United Nations Department of Economic and
Social Affairs (DESA) (1999). Report of The
United Nations ment and Development (Rio
de Janeiro, 3-14 June 1992), Annex I, Rio Dec-
laration on Environment and Development.
United Nations, General Assembly. Retrieved
21, 12, 2005 from http://www.un.org/docu-
ments/ga/conf151/aconf15126-1annex1.htm
8. Conservation of Biological Diversity. Agenda
21-United Nations Environment Programme.
in priority areas [5].
Bulletin - 2nd Quarter 2006  27
 AREA NEWS

Equatorial Guinea

AIDS AWARENESS AND PREVENTION

Realizing the global con- The donation was present-

cern that AIDS has become, ed to the Director and Secre-
and in an effort to support and tary General of the Multi-Sec-
promote AIDS awareness and tional Department.
prevention, CCC in Equatorial A videoclip, intended to be
Guinea has become a pioneer aired on the local TV station
among the various interna- was filmed, which the Direc-
tional companies existing in tor General of the depart-
the country in this endeavour. ment intends to use to attract
Acting on a directive from other international compa-
CCC management, we pre- nies operating in Equatorial
sented on April 6, 2006 the Guinea to follow the example
AIDS Prevention Multi-Sec- set by CCC.
tional Department at the Min- from left to right:Crua Abeso Beka, Director General and Miguel-Angel
istry of Health a donation for the Biabo, Secretary General of the Multi-Sectional Department, and Sami
Abuhamad
cause in the amount of US $
5,000.

EASTER CELEBRATION AT BIOKO ISLAND, MALABO

Continuing CCCs charitable tradition, on the occasion of

Easter, CCC/ECG Fabrication Yard operations in Equatorial
Guinea got together with the kids at Malabos orphanage.
Much needed foodstuffs and some CCC giveaways were
handed out.

Sami Abuhamad
HD/HR, Administration & Services


28 Bulletin - 2nd Quarter 2006
 AREA NEWS
United Arab Emirates
The following press release was issued in February 2006:
National Petroleum Construction Company (NPCC), a
UAE contractor based in Abu Dhabi, has recently completed
another milestone in its on-going project management certifi-
cation programme.
Six project managers at NPCC have been awarded Senior
Project Manager certificates by the International Project
Management Association (IPMA), after a rigorous qualifica-
tion process.
NPCC is a major regional enginerring procurement and
construction (EPC) player in the oil and cas construction
arena, whose areas of operation encompass all the Arabian
Gulf, in addition to Iran, Yemen and India.
The certification programme is part of an endeavour
NPCC has embarked upon, in cooperation with the Emirates
Project Management Association, the local chapter of the
IPMA under the patronage of the Centre of Excellence in
Applied Research and Training (CERT) of the Higher Colleges
of Technology, to upgrade the skills and performance of its
Saudi Arabia STRENGTHENING THE CCC/BECHTEL PARTNERSHIP
On April 10, 2006 top management from Bechtel repre-
sented by Riley Bechtel and Bill Dudley visited Khursaniyah
Gas Project in Saudi Arabia which Bechtel and Technip are
executing for ARAMCO with CCC being the main construc-
tion contractor for the entire scope.
CCC was represented by the undersigned, Mohamad
Seoudi, Hamed Amin and other members of the senior man-
agement.
Khursaniyah Gas is a challenging project with a huge vol-
ume of work and a very tight schedule, but the partnership of
CCC with Bechtel/Technip has carried out similar projects in
the past and we expect this to be another success story.
The project is a good opportunity for CCC to reactivate its
Bulletin - 2nd Quarter 2006
NPCC MANAGEMENT AWARDS
project managemnet personnel in order to meet the increas-
ing challenges and complexity of the onshore and offshore oil
and gas construction industry.
NPCC has gained the distinction of being a pioneer in the
Gulf Region in having its personnel certificated by the IPMA.
Aqeel Madhi, General Manager of NPCC, stated on this
occasion that the certification of its project management per-
sonnel is an example of NPCCs policy of investing in human
resources and demonstrates NPCCs long-term commitment
to better serve its community through developing its assets.
Mr. Madhi added that the process of project management
certification will enable NPCC to advantageously position
itself in the regional oil and gas construction market and
opens the prospect of NPCC expanding its business beyond
its traditional field of operations.
submitted by Khalil Barakat
Marketing and Business Development Executive
long standing partnership with Bechtel in the Middle East as
we have not worked on many projects together in the last few
years.
Samer Khoury
Executive Vice President Operations
 29
 AREA NEWS
Palestine
In March professors from the
Islamic University of Gaza (IUG)
met in Cairo with representives
from University of Maryland
Robert H. Smith Business School,
the Education for Employment
Foundation (EFE), and CCC. The
purpose of the Cairo meeting was
to put the finishing touches on
the development of a six-week
Mini-MBA simulation-based course which will be taught by
the profssors to a select group of recent IUG graduates in
Gaza. During the six-day meeting the IUG professors had the
opportunity to run the simulation in a competitive team-
based scenario. They also had the opportunity to attend sup-
porting lectures delivered by the University of Maryland
which dealt with the teaching of the course.
CCC has partnered with EFE (www.efefoundation.org) to
create a practical training and job placement programme for
accounting graduates in Gaza seeking employment opportu-
nities. EFE and United Palestinian Appeal (UPA)
(www.helpupa.com) are creating a local foundation to imple-
ment this programme. The aim is to give these young people
a stake in the future through a job and a successful career. To
qualify for a guaranteed job, graduates must successfully
complete an intensive training program that responds specif-
ically to private sector job demands. This programme is com-
posed of two core training courses: 1) a business English
course and 2) a Mini-MBA simulation-based course
designed for accounting majors.
EFEs Gaza representative Mohammed Naja and Dr Gerald Suarez in infor- ing to bank officers for loans. Students will prepare histori-
mal discussions with a group of IUG professors. cal and pro forma cash flow statements, income statements

30 Bulletin - 2nd Quarter 2006
EDUCATION FOR EMPLOYMENT
PROGRAMME LAUNCHED
The professors from IUG hitting the books.
Business English Course
Under EFEs guidance and with input from CCC, expert
English professors at IUG have developed a highly interac-
tive and practical business English language course. This
course emphasizes speaking and writing skills in the business
world, drawing on actual documents and scenarios typical for
major corporations. This intensive course started in March
2006 and ran for 150 hours over five weeks.
Mini-MBA Course
The Mini-MBA simulation course was designed to be an
intensive (six weeks, 6-8 hours per day) highly practical real
world experience which motivates the accounting graduates
to understand and practice relevant business skills that will be
needed on the job. The case method of instruction is based on
the belief that the best way to learn a skill is to practice in sim-
ulated situations.
The anchor for the course is a Marketplace Simulation
(www.marketplace-simulation.com) that places students in a
real-life business scenario. The simulation requires teams of
students (usually 3-4 students per team) to start up a business
and run it through a two-year (eight quarter) life cycle. As the
simulation proceeds through the quarters additional com-
plexities are added which reflect the dynamic business envi-
roment. This forces students to continually adjust their busi-
ness decisions and analyze the financial consequences of
those decisions. The dynamic part of the simulation comes
into play because business decisions made by the teams will
affect the overall market which in turn affects decisions made
by the other competing teams. This feature of the simulation
adds a dynamic and important real life aspect to the course.
At the completion of the simulation teams are evaluated and
ranked based on objective measures of the financial perfor-
mance of their companies.
The Mini-MBA was developed with input from EFE,
CCC, and expert faculty at the University of Marylands
Robert H. Smith School of Business (www.rhsmith.umd.edu)
with the case study methodology in mind. As the students
learn by doing they will sharpen their skills by preparing and
presenting a business plan to venture capitalists and apply-
 AREA NEWS

In general, the Mini-MBA course will enable students to:

Develop leadership, teamwork, and interpersonal skills

Promote better decision making by learning to manage a
totally integrated company
Facilitate learning important business concepts, princi-
ples, and ways of thinking
Develop strategic planning, problem-solving and execu-
tion skills within a rapidly changing environment
Instill a bottom-line focus and the simultaneous need to
deliver customer value
Make the financial implications of business decisions
Simulation Master Martin Klima (right) presenting Dr Salem clear
Helles with a course completion certificate
Discover how important it is to use market data and
and balance sheets, as well as loan documents. They will competitive signals to adjust strategy and tactics
need to adjust their business plan and financial statements in Experience performance-based management
the course of their negotiations with venture capitalists and Learn what it takes to start and manage a new business
bank officers. At the end of the course, students will deliver a Build confidence through experience.
final presentation on their business plan, how they executed
the plan, justification for deviations from the original plan,
analysis of the current market, and company plans for the
future.
Additional elements of finance and accounting are includ-
ed in the course. These include the impact of different types
of taxes and their application at different levels of the opera-
tion, such as payroll, income tax and value-added tax. Stu-
dents will need to adjust spreadsheet assumptions to take
into account sensitivity analysis to new tax laws. In addition,
students will be exposed to problem-solving in the commer-
cial law arena, such as the best type of business entity to form.
Students also will apply their information technology skills,
such as preparing graphs and advanced spreadsheet skills.
Guest speakers are an important part of the program. Suc-
cessful practitioners will be invited to speak on specific topics
such as career development and developing a standard of
excellence. Professor Gerald Surez speaking about the systems approach to
managing.

CCC is fully committed to this

very important programme. It
will not only provide significant
career and financial benefits to
the young and talented people
of Gaza but also will ultimately
lead to the improvement of
CCCs human capital through
job placement at CCC.

Damon Morrison
Senior Coordinator
Development Projects
MOA

Back row, Left to Right: Andre Williamson (University of Maryland),

Jasmine Nahhas di Florio (EFE), Khaled El Husseiny, Abdallah Abugrboah, Mohammad Naja (EFE).
Front row, Left to Right: Ismail Mahfuz, Dr. Majed El Farra, Dr. Samir Safi, Dr. Roshdi Wadi,
Dr. Gerald Suarez (University of Maryland), and Dr. Salem Helles

Bulletin - 2nd Quarter 2006  31

 AREA NEWS
United Kingdom
ACWA SPREADS THE WORD
During the last two weeks of November 2005, representa-
tives of ACWA, from both their UK and Dubai offices, spoke
at important conferences in the Gulf area.
The events started on the 14th in Bahrain when Rory Mor-
gan attended the Water Middle East conference and gave a
paper entitled Submerged Bioreactor Technology for Agri-
cultural Reuse.
At the same time Shams Dabbagh manned ACWAs exhibi-
tion at the Jeddah Water Forum in Saudi Arabia and Hassan
Elokdi gave a paper on Introduction to Kubota MBR Tech-
nology.
at the Jeddah Water Forum
The Water Forum was extended to be a British Foreign
Office tour of Dammam & Al Khobar through the auspices of
the Middle East Association.
On the 27th and 28th, Peter Ripley attended the Middle
East Water Reuse Conference in Abu Dhabi and presented a
paper on Middle East Examples of Submerged Membrane
Bioreactors for Water Reuse.

32 Bulletin - 2nd Quarter 2006
The final event was on the 28th to 30th when ACWA MBR
co-sponsored the Saudi Arabian Water Environment Associa-
tions Conference and Exhibition in Al Khobar which was
dedicated to Water Quality in Saudi Arabia. ACWA exhibited
at this event and gave two presentations, one by Rory Mor-
gan on the Kubota Submerged MBR and the other by Has-
san Elokdi on Submerged Membrane Bioreactor Technology
for Industrial and Domestic Saudi Arabian Applications.
The predominant themes at all the above was water reuse,
treatment of wastewater to produce high quality water and
the use of Membrane Bioreactors (MBRs). Attendance at all
the meetings was excellent and the audience response was
both stimulating and vigorous.
These exhibitions and presentations were all part of
ACWAs plans to develop their marketing of submerged mem-
brane bioreactors in the Middle East. Following on the suc-
cessful sale of membrane bioreactors to a variety of customers
in the UAE, Saudi Arabia, Jordan and Oman, ACWA is keen to
supply MBRs for applications where there is a need to recycle
or reuse the treated effluent.
Peter R. Ripley
at the Saudi Arabian Water Environment
Associations Conference and Exhbition
 32
 MILESTONES

ENGAGEMENTS AND MARRIAGES

Suresh Narsayya Mada (LSDP Project,

Sajeeb Punathi Kandiyil (Sohar
Refinery Project, Oman) and Kabeela
got married on December 25, 2005 in
his hometown of Meppayil, Vatakara,
Kerala, India.
Bahrain) and Hemalatha got married on
March 10, 2006. The ceremony took
place in Hyderabad, India and was
attended by friends and family members.

Sunil Kumar (SPII Project, Oman)

and his spouse Sheena happily
announce their marriage on February
BIRTHS 25, 2006. The wedding took place at
their residence in Kerala, India with all
friends and family present.

Fady J.
Ephrem (IT Engineer,
Kuwait Area) and wife
Oksana Semashko Ephrem
announce with great joy the birth Maher Yacoub Abu
of their firstborn: a boy called Jagdish Marla Nemeh (Construction Manage-
Joseph Vladimir Ephrem. He (CCWW4 Project, Qatar) and wife ment Division, Jordan) and his wife
was born on Friday, January Sandhya are pleased to announce the Ghada wish to announce the birth of
13, 2006 in Beirut. birth of their first baby girl named Shanvi their first baby girl. Her name is Maria
on December 19, 2005 in Manglore, India. and she was born on February 27, 2006 in
Granny, Grandpa and all family mem- Amman. Her brothers Osama, Yousef
bers are delighted. and Naser are so happy.
Laiju Antony
(Dubai Airwings Facilities Pro- Joe Thomas (IPMF
ject) and wife Reena are happy to Project, Oman) and his wife Feby
advise us that they had a baby girl are pleased to announce the birth of
called Aleesa on February 14, 2006. She their second baby boy named Akash Tom
was born in Changanacherry in Ker- Jacob on March 30, 2006 in Muscat. His sister
ala, India. Megha Maria Jacob is very happy about
the arrival of her tiny brother. Nazim
Mehmood Nakhwa
(Sohar Refinery Project,
Wasim Moued (JCP Pro- Oman) and his wife Farhana have
ject, Saudi Arabia) and wife Amira Anoop Kumar (QGX II immense pleasure in announcing
were blessed with the birth of their Project, Qatar) and his wife Neeshma the birth of their first baby girl
baby boy, Abdullah, on April 21, proudly announce the arrival of a lovely named Zaara on March 3, 2006
2006 in Odense, Denmark. baby girl called Vishnu Maya. She was in Mumbai, India.
born on March 18, 2006 in Kerala,
India.

CONGRATULATIONS!! 1,000 MABRUK!! TO EVERYONE

Bulletin - 2nd Quarter 2006  33

 MEMORIES

A Tribute to the Forgotten Heroes of CCC

The remarkable transformation of CCC from its humble for their unique contribution, at difficult times, who made a
beginnings as a civil subcontractor and labour suppliers to major impact on the development of the company during its
Bechtel, BP and IPC, six decades ago, into a prominent inter- early stages of transformation.
national institution could not have been achieved without the Below is such a list, by regional office and period, of those
contribution of a large number of forgotten heroes whose who are no more with the company.
timely impact was critical to the development of the compa-
ny. Kuwait & Bahain: Late 50s and early sixties
Besides the large number of engineering staff who contin- (Kuwait initiated the extensive use of professional engi-
ue playing key roles in the company, there are a number of neers to run projects).
superintendents, administrative staff, foreign experts and Subhi Khoury and John Halaby for their critical logistic sup-
joint venture partners, whose names are forgotten, that port to projects.
deserve a mention or special tribute for their major impact in Joe Gedeon: for getting us into the jacket fabrication busi-
the development of the company. ness.
Until the beginning of 1980, CCC was a decentralized orga- Fawzi Jubran (Abul Kadib): the guru superintendent of tank
nization with regional operational offices in Aden and construction.
Kuwait, Saudi Arabia and Libya, with a central service unit in Hanna Ghuraib: the guru superintendent of pipeline
Beirut for recruitment and logistics. works.
The early stages of development of the company occurred due Ilias Abboud: the guru superintendent of civil works.
to successes and substantial contributions in major leaps forward Fawzi Abboud (Abu Gabi), the guru super for heavy civil
by specific geographic or regional offices at following periods: works.
Mid 50s Aden Aziz Jedaa : the quiet super of tremendous ability.
Late 50s up to mid sixties: Kuwait Iskandar Ejjiah: the guru of building work who loved his
Mid Sixties: Libya whiskey.
Early to late 70s Abu Dhabi Mustafa Kamel: the jack of all trades super and bulldozer.
Mid to Late seventies: Oman Albert Lammam: the guru of accounts.
Late seventies to early eighties: Saudi Arabia Vincent Feneck: the professional engineer who mentored
Nineties: Abu Dhabi, many of us in method statements.
Das-Island Suleiman Issa: the super that established the fabrication
The rest is well known to all. yard.
A number of Western companies had a major impact on Badie Murr: for designing the CCC logo and issuing a first
the internal technical development of CCCs management, CCC Bulletin.
namely: Ali Stouhi and Rizkallah Jaber: for their contribution to the
Wescon of Holland in Kuwait: introduction to project cost fabrication yard and the mechanical division in its early
control stages of development in Kuwait.
SantaFe in Abu Dhabi: form design, cost control, marine
works Beirut Office in the Sixties and early Seventies
Hochtief/Volker Stevin in Saudi: mobile workshops and (Beirut office provided vital recruitment and logistic sup-
logistics port from inception and in the sixties it handled estimating
Zchokke of Switzerland in Saudi: project planning activities of major projects).
Socol of Belgium in Saudi : design of shutters and planning Ibrahim Haddad: the key man we
of buildings all needed support from.
Touche Ross (Management consultants): management Michel Nasser: held the fort
accounting and cost control alone in providing estimating
Hay Associates (Management consultants): corporate for major projects
planning, structure and personnel evaluation Halim Nassar: introduced us to
ChiyodaEngineering systems. administrative procedures and
Besides the above, consortium ventures on major projects organizational theory.
with companies such as Bechtel, Chiyoda, JGC, Technip, Chartwin Chatwin: tremendous
Snam Projetti provided the opportunity for CCC to master impact in organization and
the management of mega projects. preparation of manuals
I realize that it is an impossible task to list the names of all for PMV.
those who made important contributions to the development John Oliver: cre-
of the company. However, there are a number of administra- ated the
tors, superintendents and members of the management team, PMV
who may have retired or passed away, who deserve a tribute depart-


34 Bulletin - 2nd Quarter 2006
 MEMORIES

ment and held the fort alone for many years. keeping PMV operational, Abu Fawaz for labour permits,
Leila Abu Rihan: the first corporate secretary. Handi Hijazi for visas, Hasan Kamel for the PMV administra-
tion.

Athens late 70s and 80s

London Office: Early 70s (The concept of Managing Office and construction sup-
(Started a liaison and procurement office). port was first introduced in Athens, in the mid 70s, in order
John Turner: Established our London office. to support the tremendous expansion of Saudi Arabia opera-
tions and eventually developed to what it is today).
Abu Dhabi and Oman: in the 70s Brian Robson: introduced the PMV training programs.
(Abu Dhabi initiated the first professional project manage- Davis Campbell: set spare parts and maintenance pro-
ment concept and acted as incubator to many of our young grammes
management). John Oliver: established the centralized PMV organization.
Alfred Hubschen: who established the management struc- John Youings: the first project coordinator.
ture of NPCC Sandy Richardson: the pre-casting expert.
Ralph Condor:established the offshore unit of NPCC Derrick Perry: introduced us to corporate legal review.
Yousef Shamas: for expanding the Oman operations, run- Joeph Lammam: for establishing the personnel and admin-
ning a tight ship and good mentoring of many engineers. istration department and subsequently reactivating
Fawzi Germanus: for pioneering new ideas particularly in CCCs operations in Yemen and introducing the oil con-
building construction.. cession opportunity.
Izzat Kayyali: for his innovative techniques in sewage dis- Ron Bambridge: for establishing personnel procedures.
tribution projects Dr. Khalil Malouf: for initiating the reorganization of the
George Akl: the pioneer in establishing Oman and LNG computer department and the establishment of the engi-
works in Das Island. neering department.
Tom Loughren: for his project management skills on the Sami Kurban: for starting the electrical department at MOA
Riyadh overpass project; Abed Hilbawi: for systematizing the estimating process.
Najad Zeinni: for his youthful
dynamism. It has been a great pleasure to associate with all the above
Others that deserve men- and learn from each of them during the lifetime I spent with
tion like: Sabah Roumani, the company.
for his bonhomie and I am sure there are many
friendly character; Abu more names which warrant
Fuad (Ali Zeibak) for mention in the history of
CCC, the omission of
which is only due to
my failing memory.

Kevork Toroyan
New Canaan, CT.

Bulletin - 2nd Quarter 2006  35


OMANA very stimulating activity
took place in the Muscat
Area on Friday, March 31,
2006. It was the Oman Rally
Paper 2006.
This challenging event was
headed by Penny Xenakis
and Anna Hussein. Staff
from the Area Office, as well
as from the White Camp also
assisted to make it a great
day!
Eighteen teams took part
in the full day rally (a num-

36
SPORTS
Rally
ber, as the ladies told me,
close to challenging MOAs),
followed by a prize-giving
gathering at the CCC White
Camp.
The winning team was
composed of Harry Coogan
and the undersigned, run-
ners up were Rami Dada and
Ibrahim Saad while the third
prize was won by the Assals
[Mona and Adel] who, if I
may add, have done
extremely well considering
Bulletin - 2nd Quarter 2006
the short time they have
been in Oman . A team to
watch !!
Warning to Alex Khoury:
Watch out, some Muscateers
are after you after the tortur-
ous questions you put! But
thanks all the same, very
professionally done!!
And a BIG THANK YOU
from all of us in the Oman
area goes to Samir
Sabbagh.
George Dabbas

Paper
ABU DHABI
Every year we think that the
rally paper cannot get any bet-
ter, but as usual the organi
zation of the rally paper and
the educational questions
always surprise us by becom-
ing even better every year. The
rally paper is always fun,
always enjoyable, and the
BBQ at the end of a long day
with all the participants just
tops it off!!
We would like to thank
Anna Hussein and Penny
Xenakis for dedicating time
SPORTS
and effort to make this rally
paper a success yet again! In
addition, we would like to
thank Alex Khoury for his
challenging and educational
questions that never cease to
amaze us with the information
they provide. Also thanks to
Naveed and Omeir Travel for
sponsoring the tickets.
And above all, special
thanks to Samir Sabbagh for
his continuous support for the
activities and for maintaining
the nice spirit among CCC
Bulletin - 2nd Quarter 2006
employees (and the exception-
al trip to Monaco).
We would also like to thank
all of you for providing us
with such competition for this
year: have to admit, it was
tough. We will remember all of
you as the Formula 1 cars
accelerate through the streets
of Monaco on May 28.
Best regards and until next
year.
Ronny and Abed
37
 EDITORS VIEW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1

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

SPECIAL EVENT
CCC & Japan Majors Samer Khoury . . . . . . . . . . . . . .3

QUALITY MANAGEMENT
Systems & Responsibility Mounir Soufyan . . . . . . . . .4

FEATURE - Health, Safety & the Environment

The Road Map Belal Kayyali . . . . . . . . . . . . . . . . . . . .6
Being Proactive in HSE Owen W. Reed . . . . . . . . . . . .7
For Whom HSE is Most Important Bill Anderson . . . .8
Chin Up for HSE Dr. Victor Karam . . . . . . . . . . . . . . .9
Five Steps to Risk Management Buks Beukes . . . . . .10
A Day in the Life of .. - Mohamad Abbasi . . . . . . . . . .11
Fleet Management System - Haitham Harajili . . . . . . .12
The HSE GUD Programme Rana Labban Mhanna . .14
Accident Costs and Insurance Mohamed Abu Taha . .15
Proactive & Reactive Safety Systems Bharat Pandya 16
Getting Ahead with Back to Basics Zaki Hallaq . . . .19
How to Identify a Potential Stroke Dr. Victor Karam 19
Behaviour Based Safety Kassem El-Saddik . . . . . . . .20
Challenges and Progress Wassim Estephan . . . . . . . .20
Avian Influenza Dr. Wael Al Taj . . . . . . . . . . . . . . . . .21
Hydrogen Sulphide Dr. Wissam Abdul-Hadi . . . . . . .22
Malaria Awareness - Dr. Wissam Abdul-Hadi . . . . . . . .24
The Construction Industry & Biodiversity
Oussama R. Nicolas . . . . . . . . . . . . . . . . . . . . . . .26

AREA NEWS
AIDS Awareness & Prevention, E. Quinea
Sami Abuhamed . . . . . . . . . . . . . . . . . . . . . . . . . . .28
Easter Celebration at Bioko Island - Sami Abuhamed . .28
NPCC Management Awards- Khalil Barakat . . . . . . . .29
The CCC/Bechtel Partnership Samer Khoury . . . . . . .29
Education for Employment - Damon Morrison . . . . . . .30
ACWA Spreads the Word Peter R. Ripley . . . . . . . . .32

MILESTONES
Announcements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .33

The BULLETIN is a Editors MEMORIES

publication issued at CCC Samer Khoury A Tribute to the Forgotten Heroes of CCC
Managing Office in Athens by Zuhair Haddad Kevork Toroyan. . . . . . . . . . . . . . . . . . . . . . . . . . . .34
volunteer staff. Nafez Husseini
All opinions stated herein Damon Morrison SPORTS
are the contributors own. Rally Paper, Oman George Dabbas . . . . . . . . . . . . . .36
Submissions (announcements, stories, Public Relations
Rally Paper, Abu Dhabi . . . . . . . . . . . . . . . . . . . . . . .37
artwork, etc.) are welcome. Samir Sabbagh

Production
Jeannette Arduino
CCC BULLETIN Penny Xenakis
P.O. Box 61092 Nick Goulas
Maroussi 151 10 Georgia Giannias
Fax (30-210) 618-2199 or bulletin@ccc.gr
Yannis Yannoulis
see The BULLETIN on line at
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