Consolidated Bulletin Issue No.113

bulletin
1st Quarter 2015 Issue 113
Quarterly Magazine of Consolidated Contractors Company
EDITORS Samer Khoury

Zuhair Haddad
Nafez Husseini
Damon Morrison
PUBLIC RELATIONS Samir Sabbagh
PRODUCTION Jeannette Arduino

Nick Goulas
Georgia Giannias
Alex Khoury
Samer Elhaj
CCC BULLETIN P.O. Box 61092

Maroussi 151 10
Fax (30-210) 618-2199 or bulletin@ccc.me
see The BULLETIN on line at www.ccc.me -> About Us -> Our News -> Quarterly Bulletin
Risk Management
The BULLETIN is a publication issued at CCC in Athens by volunteer staff.
All opinions stated herein are the contributors’ own.
Submissions (announcements, stories, artwork, etc.) are welcome.
QATAR Sidra Medical & Research Centre Sidra Medical & Research Centre QATAR
Completion of Design & Construction Completion of Design & Construction
CONTENTS
From the Desk of... 3 Samer S. Khoury
Recent Awards 4
Quality Management 6 Concession / Deviation M. Soufyan
Feature 9 The Bridge Between the Past & a Brighter Future Y. Helmy
13 Corporate Risk Management at CCC W. Wakileh
15 Using Key Risk Indicators W. Wakileh
18 Conducting Effective Risk Workshops W. Wakileh
21 Concepts of Risk Analysis & Management R. Davies
25 Risk Assessment as an HSE Tool O. Reed
Area News 27 Palestine: Late Said Khoury Honoured in Nablus Bulletin Editors
28 UAE: Abu Dhabi Hosts IPLOCA 48th Annual Convention M. Abusalah
29 Jordan: BDF Board Meetings in Amman M. Karam
30 2014 Knowledge Management Awards A. Sersy
32 Qatar: Dukhan Highway Safety Achievement B. Dennis
Construction Design 33 Design Activities for Construction Projects M. Soufyan
Corporate Social Responsibility 37 CSR News Report T. Awad
39 CSR Volunteers of the Quarter T. Awad
40 The Kazakh Golden Warrior Monument Unveiled A. Mushtaha
41 A Special Case from Gaza N. Kaddah
42 Qatar: Worker Traditional Celebrations & Sports Activities H. Abou Hishmeh
43 Basic Needs Met in Tanzania G. Deeb
44 UAE: Youth Engagement & Advocacy Programme M. Mamunni
45 UAE: Al Noor Foundation for Special Needs Children M. Mamunni
46 USA: CSR News from the Morganti Group L. Istambouli
Milestones 47 Management with Humour: CCED Anthem on YouTube Bulletin Editors
47 CCC in ASME Code Bulletin Editors
48 Announcements
Bulletin Issue 113 | 1st Quarter 2015

C C C
C C C Bulletin Issue 113 | 1st Quarter 2015
SAMER S. KHOURY
President Engineering & Construction
Risks: A Ship in the Harbour Is Safe, But That Is Not What

Ships Were Made for
FROM THE DESK OF...

One of the sayings I admire the most was placed in my
office some 15 years ago. The picture portrays a large
sailing boat moored at a natural harbour with a caption
that reads: “It is safe and less risky for ships to stay in the
harbour, but that is not what ships were made for.”
CCC, like any other business, faces risks every day and if
we were to try and avoid them, like the ship in my office,
we would end up going nowhere.
Over the years, the owners of CCC have taken many bold
and calculated risks to make CCC what it is today and I
could cite several examples that I am certain all of you
know about.
To date, CCC has grown into a very large company with
several fields of operations in many countries. Therefore,
we are now in the process of organising and documenting
all corporate and project risks in order to understand them
and consequently assign owners to them accordingly.
We need your help to better mitigate these risks. Any risk
system we develop will depend on you, our loyal staff,
as you are on the front line. We need you to sit back and
think, before we take any major action, what impact this
action would have on CCC and how we can alleviate this
impact. You also need to look for opportunities within the
risks we take, as there is always another side to any risk
- we must find it and try to use it to our benefit as best we
can.
I am confident that with all your hard work, vision and
mitigating measures, CCC’s ship will continue to sail
towards higher achievements.

C C C 3
Roads and Infrastructure in Bani Hajer Helwan Power Station - 3 X 650 MW Super
North Phase 2, Package 7 Critical Thermal Power Plant - Civil Works
Qatar (CP-102)
The project is to construct a road
Egypt
network that includes roads with around The project is comprised of all civil,
163km; Surface water: 40km of different architectural, structural and building
types of pipes, with gullies and six attenuation works for the Helwan Power Station
tanks with 17 chambers and 2.6km of (CP-102).
RECENT AWARDS
microtunneling works with different diameters;

landscape; Treated Sewage Effluent (TSE): 13km The scope includes site preparation and grading,
of HDPE & DI pipes (including fittings and valves) U/G utilities, three steam turbine generators
and 161 chambers; street lighting; Intelligent buildings, control building, furniture, one
Transportation Systems (ITS) with chambers; CAD station, three 152m height chimneys,
telecommunications network with chambers; foundations for water pumps, transformers, pits
Kahramaa (E) Network (8.5km of ducts with and sumps, auxiliary facilities including intake,
protection of 2.4km of HV cables; and 5km of pump house, discharge, surge tanks, circulating
powering/ rising cables); foul water: VC pipes water building, and so on, in addition to MEP
18km with 650m of microtunneling works with works for buildings.
305 manholes. The client is Upper Egypt Electricity &
The client is Main Roads Projects Steering Production Company (UEEPC) and the consultant
Committee, and the consultants are Hyder / is Power Generation Engineering & Services
Parsons Brinckerhoff (PMC). Company (PGESCo).
The contract was awarded on 17 November 2014. The contract was awarded on 31 December 2014.
The project start is 15 March 2015 for a duration The project start is 31 December 2014 for a
of about 16 months ending on 7 July 2016. duration of 46 months ending on 31 October
2018.
Construction of Mega Reservoirs -

Future Growth Project (FGP) - 3GP Civils &
Packages A & C
Core Substation Contract
Qatar
Kazakhstan
PRPS1 & PRPS5 (packages A & C) are
located at Umm Birka and Al Thumama The FGP/WPMP projects will increase
respectively and are two of a total of five Tengizchevroil oil production from 24 to
new Primary Reservoir Pumping Station (PRPS) 36 million tons per year.
sites. Package A includes the construction of four The scope of this package is earthworks,
reinforced reservoirs (305m x 150m x 11m each), concrete works, piling, U/G piping and core
while Package C includes five reinforced substation.
reservoirs (260m x 150m x 11m each). Works also
include MEP scope (pump station, surge system, The client is Tengizchevroil and the consultants
chlorination systems, generators, SCADA, ductile are Kazakhstan Projects Joint Venture Limited
iron and carbon steel pipes). (KPJV).
Site excavation for package C has been The contract was awarded on 29 September
completed by others, while for package A this is 2014.
part of CCC’s scope. The project start is 29 September 2014 for a
The client is KAHRAMAA, and the consultants duration of 53 months ending on 28 February
are Hyder. 2019.
The contract was awarded on 19 March 2015.

The project start is 2 April 2015 for a duration of
36 months ending on 1 April 2018.

Alba Bridge, Flare & Hookup Spool Jazan IGCC Refinery Packages 1 & 2
Fabrication Saudi Arabia
Equatorial Guinea The project is to construct a 400,000
The project involves the construction of BPD grassroot refinery and hydrocarbon
the new Alba B3 greenfield gas terminal facilities at Jazan Economic
compression platform to be bridge- City to handle both 100% Arab Medium and 50%
linked to the existing platform Alba B2. The Arab Medium and 50% Arab Heavy Crude. Jazan
project’s purpose is to provide continued refinery will be synergized with a world-scale
RECENT AWARDS
high-pressure gas flow as the field reservoir Integrated Gasification Combined Cycle Plant
pressure declines. (JIGCC) which will supply power, steam and
utilities to Jazan refinery and export power to
The platform, weighing 6104tons, is comprised of the grid.
topside, jacket (four legs), four piles, bridge and
flare boom. CCC’s scope of work is the construction of:
CCC/ECG’s scope is limited to the fabrication, • Package 1: Soot Ash Removal Unit (SARU) (4
painting, assembly, transportation and load blocks) equal to 788Kg/h of produced ash.
out of the bridge and flare boom (115tons).
• Package 2: 3 x 541 ton/day Sulphur Recovery
ECG will also provide, on a reimbursable basis,
commissioning, logistics and hook up support. Unit (SRU) Trains.
The client is ALBA EG B.V. The main contractors are Saipem WLL for
Package 1 and Snamprogetti Engineering &
The contract was awarded on 23 December 2014. Contracting Co. Ltd. for Package 2, and the
The project start is 15 January 2015 for a Owner is Saudi Aramco.
duration of nine months ending on 15 October The contracts were awarded on 15 March 2015
2015. for Package 2 and mid April for Package 1.
The project start is 15 March 2015 for a duration
Design Build and Maintain Temporary of about 32 months ending on 31 October 2017.
Elevated U-Turns along Nawaseeb Road
(Group-A) Jazan Refinery & Terminal Project (EPC-13
Kuwait Utilities Package)
This project is EPC and maintenance of Saudi Arabia
four elevated U-Turns and associated The project is to develop the Utility
structures. The bridge structures over Block and Common Area of the Jazan
existing highway will be made of steel or Refinery which consists of the following
concrete. Contractor to propose elevated units: Nitrogen, air, steam and condensate, utility
U-Turns components as concrete or steel water, cooling water, fire water, common
bridges, MSE approach ramps roads, traffic signs networks and buildings.
and marking, utilities protections and relocations
of. CCC’s scope of construction work of the
Civil and Architecture package includes
The scope work includes EPC of road works, excavation, backfilling, equipment and piperack
pavement works, metal works, bridge works, concrete foundations, concrete paving, site
mechanically stabilized earth (MSE) ramps finishing (Marl and base course), asphalt,
and retaining wall, relocation and protection of and buildings construction only with relevant
existing utilities, traffic marking and signs and electromechanical systems.
maintenance and protection of traffic.
The client is Hitachi Technology Company and
The client is the Ministry of Public Works the owner is Saudi Aramco.
(MPW) and the consultant is Dar Al-Dowailah
Engineering Consulting Managers. The contract was awarded on 13 March 2015.
The contract was awarded on 27 April 2014. The project start is 2 May 2015 for a duration of
31 months ending on 30 November 2017.
The project start is 22 June 2014 for a duration
of two years ending on 21 June 2016.

C C C 5
M. SOUFYAN
Concession / Deviation
Concession requests are used when a contractor Concession requests may also be raised to improve
desires relaxation of a technical requirement performance or because of impractical conditions.
(specification, drawing, procedure, or contract
Prior to proceeding with the concession, other
requirements). The concession may result from a
possible options should be considered, in general,
manufacturing or a construction related problem.
concession requests should be avoided, unless a
The contractor will ensure that the concession concession request is the only practical solution.
QUALITY MANAGEMENT
requests are correctly initiated, documented,

processed, verified and implemented so that any Coding of a Concession Request
necessary changes to technical requirements are
approved by the authority “customer or customer Concession requests coding should follow the
representative”. requirements of numbering system for the project.
It is preferred that the symbol CR for “concession
request” be included in the numbering system. For
ISO 9000 Definition example:
Concession is the permission to use or release a
product or service that does not conform to specified XXXX - CR - 01 - 4 - 012
requirements. A concession is generally limited to Project Number Sequence Number
the delivery of the product that has nonconforming Concession Request Discipline Code
characteristics with specified limits for an agreed Vendor Code
time or quality of that product.
A deviation permit is a permission to depart from the Processing of a Concession Request
originally specified requirements prior to realization.
A deviation permit is generally given to a limited The originator will forward the concession request
quantity of a product or period of time, and for a to relevant departments to determine the impact of
specific use. the concession request. For example, the following
should be considered:
A deviation in principle is a nonconformity and is
typically recorded in a nonconformance report • Impact on Quality.
(NCR). When you approach your customer with this • Impact on safety.
situation, they may allow you to ship the product
(or accept constructed facilities), this becomes a • Impact on Cost.
concession.
• Impact on Schedule.
CCC Process At the initial stage a simple statement such as:
“increase”, “decrease” or “no effect” is sufficient.
The CCC concession process is illustrated in Chart 01.
The internal review
Chart 01 1
For occassions when a consession is
the only practical solution.
and approval of the
Concession Request Initiation concession request is
described in Chart 02.
Coding of Concession Request shall Coding of CR Evaluation of Impact:
be in accordance with Project 2 3 - Cost Schedule
- Safety Quality
numbering system. Processing of CR Engineering Input
Engineering Input The Contractor will
The Contractor shall contuct
Impact on Design should be 5 internal review and external
determined and evaluated.
4
Approval Process determine whether
approval by the Customer.
there is a need for

The Contractor shall revise any
Quality Audit for the Project shall
Implementation Process document affected by the the Engineering
7 concession request and will transfer
verify the implementation of
concession process.
6
the information to responsible Authority to review
Verification Process party for implementation.
and sanction the
concession request.
This determination
is dependent on the contents of the concession
Concession Request Initiation request. For guidance: if any aspect of the system or
product design could be impacted by the content of
Concession requests may be initiated by a project the concession then the concession request must be
member or by a supplier or subcontractor. The forwarded to the Engineering Authority.
circumstances of concession must be discussed
with the relevant departments and approved On return from the Engineering Authority the
for processing by the project quality manager. concession request will either be shelved either

Chart 02
QUALITY MANAGEMENT
Originator Quality MGR PCM Dept. MGRS
Flowchart
Key
Start Activity
Meeting
Discuss the circumstances of Consider other options to avoid
Concession Request with the Input
Quality Manager concession request
2
1 Decision
YES Direction
3 Is it possible Instruct Originator
to avoid no to proceed Start/End
YES Provide alternative

Is it solution
4 related to non-
conformance?
NO End
Instruct originator
Obtain reference number from DCG to proceed with the
6 concession request
5
Complete the 1st section of the Issue NCR
concession request
7
Forward to Quality Mgr. Review concession request and

8 return to originator
9
Forward to PCM for evaluation of Obtain input

cost impact and schedule impact from planning &
10 cost control
11
Review concession Forward to

request quality Mgr.
13 12
15
Discuss with PCM
NO Proceed & Department
with concession
request Managers to reach
final decision
14
YES
End Forward to Inform Go to
DCG for Archiving Originator Page 2
placed on file and alternative courses of action Implementation of the Concession Request
reconsidered (should the engineering subcontractor’s
response be not to proceed) or prepared for issue to Discipline engineers will attach a copy of the
the customer. concession request to the drawing, specification or
other document to which it applies. The technical
requirement now becomes the original document
Approval Process plus the concession request. Discipline engineers
Following internal verification and review by will ensure that instructions given in the concession
concerned departments, the concession request may request are implemented. Where necessary
be submitted to the customer for approval. When the the engineering subcontractor will follow-up
concession request is returned by the customer, it the concession by confirming that the intended
will either be shelved (should the concession request action is completed and correctly implemented.
be rejected by the customer) or prepared for issue to Implementation of a concession request is shown in
concerned departments. Chart 04.
The PCM shall review the document when it has
been returned by the company and resolve any Verification Process
unclear points if necessary. If this requires changes Verification of the concession request process
to the concession request, the document will be “correct implementation” is carried out by the
revised, a new revision number will be indicated and relevant department manager and by the quality
the copying and distribution cycle will be repeated. department during quality audits. The concession
The review and approval processes of a concession request process will be included in the quality audit
request are illustrated in Chart 03. schedule.

C C C 7
Chart 03
QUALITY MANAGEMENT
Originator Quality Mgr. PCM Dept. MGRs Company
Inform Originator to proceed Chart 02

with the concession request
16
Forward to PCM Review Concession Request

17 18
Design input Design Authority

required 19
YES
Forward to Design Conduct Review
Authority
20 21
Flowchart Look for another

Key
solution Disregard Recommentation 22

Activity
Meeting Forward to Customer

for Approval Accept
Input 24 23
Decision
Direction Customer
Start/End
Ensure Customer’s Customer review process

comments are incorporated
25
Incorporate Customer Approved
comments and repeat the with Decision
internal review cycle comments 26
Look for another solution Rejected Approved

27
DCG
Forward to CCC
28
Forward to PCM
29
Chart 04
Chart 04
Section / Project Eng. Const. MGR PCM DCG
Chart 03
Mark in red the documents affected with the Distribute according to

following statement: see concession request number distribution matrix
CR/XXX for additional information
32 30
Ensure a copy of the concession request
Attach a copy of the concession request to the drawings, is forwarded to all relevant departments
specifications, or any document affected (engineering, planning “impact on schedule”,
by the concession request cost control “impact on cost”,
33 quality, HSE, construction, ... )
31
Ensure implementation of the requirements Maintain concession
listed in the concession request request register
34 35
End

Y. HELMY
The Bridge Between the Past & a Brighter Future
”It costs less to proactively manage risk

today, than it will to reactively respond to risk
consequences tomorrow.
If you don’t manage risk, it will manage you.”
Introduction
FEATURE
Geopolitical Conflicts
Oil Prices Volatility
High Competition
Onerous Contracts
Scope Ambiguity
Resources Shortages
Productivity Constraints
Supply Chain Weakness
Control Gaps
Cash Flow
Risk Culture and Maturity

CCC has grown to become one of the leading
international construction and engineering A good risk culture will be the product of
companies operating in more than 45 countries individual and group values as well as attitudes
and runs around 150 mega projects worldwide and patterns of behaviour.
backed up by a workforce exceeding 120,000 Organisations with a risk aware culture are
employees. characterised by positive communication founded
To maintain that pioneer position in an ever on mutual trust and a shared perception of the
changing and volatile market bound by a wide importance of Risk Management.
spectrum of risks, CCC recognised that Risk
Level 1: Naive
Management is essential for the success and Organizations are unaware of the need for the management of risk or do not
competitiveness of the company as well as the recognize the value of structured approaches to dealing with uncertainty.
well-being of its employees for many years to Management processes are repetitive or reactive, with insufficient attempt to learn
Maturity Level Progress
from the past or to prepare for future threats or uncertainties.

come.
Level 2: Novice
Definitions Organizations are aware of the potential benefits of managing risk, but have not
implemented risk processes effectively and are not gaining the full benefits. The
Risk is the effect of uncertainty on objectives. An organization is either experimenting the application of risk management or is
effect may be positive, negative or a deviation operating a risk management process that has fundamental weaknesses.
from the expected. Risk is often described
by an event, a change in circumstances or a Level 3: Normalized
Organizations have built the management of risk into routine business processes
consequence. and implement risk management throughout the organization. Generic risk
“Not all uncertainties are risks. Risks are the management processes are formalized and the benefits are understood at all levels
of the organization, although they may not be consistently achieved.
uncertainties that affect our objectives.”
Identifying risks (threats/opportunities), Level 4: Natural
assessing their potential impact on objectives Organizations have a risk-aware culture with a proactive approach to risk
Our Target
management in all activities. As a result, the consideration of risk is inherent to

and taking the appropriate measures to mitigate routine processes. Risk information is actively used and communicated to improve
them is “Risk Management”. processes and gain competitive advantage.

C C C 9
FEATURE
Risk Culture Diagram

Individual units are managing risks in line
Individuals constructively challenge
with the organization's global system and
each others’ attitudes, ideas and
Challenge Cooperation in full coordination with each other.
actions.
Management and employees do not

feel inhibited about passing on bad Openness Accountability Individuals are not automatically blamed
news or learning from past mistakes. but held accountable for their actions.
Employees do not consider that their Definition:

People’s risk appetites are aligned with
organization is immune/insulated from Confidence The norms of behavior Adherence
the organization's hence preventing
risk as a result of its superior position within an organization to Rules
fraud.
or people. that determine collective
risk-taking and the ability
to identify, understand
and act on the The management sees external changes
Warning signs of both internal and Communication organization’s current and reacts promptly and supports
external risks are shared. and future risks. Speed of Response innovation and change.
Leadership has communicated a clear Tolerance

risk appetite and has presented a
coherent approach and strategy. Competent People take the
Level of Level of Care appropriate reactions proportionate to
insight the level of risk.
The organization totally understands
the risks it runs.
A risk-aware culture is achieved by: Benefits

Leadership - Leadership’s support to implement The benefits of Risk Management are numerous.
Risk Management across the organization. To name a few:
Involvement - Involvement of all stakeholders in • Increases the likelihood of achieving
all stages of the risk management process. objectives.
Learning - Emphasis on training in risk • Protects company’s reputation.
management procedures and learning from our
past. • Protects clients’ interests to secure long term
Accountability - Absence of an automatic business relations.
blame culture, but appropriate accountability for • Substitutes reactive management with
actions. proactive one.
Communication - Communication and openness
• Mitigation cost is less than rectification cost.
on all risk management issues and the lessons
learnt. • Aligns the input of various sources for informed
decision making.
Stakeholders’
Estimate Risks Analysis and Input Contactual Rights
and Constraints and Obligations
Potential Risks Decision Making Process Risk Assessment

(Risk Register) Tool
Lessons Learned Expert’s Input

Risk Informed
Decision

The Risk Management Approach in CCC
FEATURE
For many international organizations, Risk
Management is rapidly developing into a more Strive for
forward looking approach, with a focus on Improvement
being proactive rather than merely reactive
so as to drive competitive advantages and
sustain profitability and growth. CCC adopts
a similar approach based on several
Transparency &
Accountability
fundamentals demonstrated in the
diagram.
Risk Management Process in Constructive Input

CCC & No-Blame Culture
The CCC Risk Management
system as detailed in
the Corporate Risk
Management Manual Proactive Management
(Operations), is derived
from the ISO31000
(2009) principles
and other best
practices, tailored Deployment of CCC Past Experience
to meet CCC’s
specific needs.
“CCC Risk Management Policy Statement

confirms the Executive Management’s
commitment to implement a formal and
2. Establishing the structured Risk Management process that shall
Context be applied by all CCC employees.”
Development of Risk Management in CCC

3. RiskAssessment • August 2009: Projects Risk Management (RM)
Initiative launched.
a). Risk Identification • September 2009: First RM Policy Statement

1. Communication & Consultation
issued.
5. Monitoring & Review
• December 2009: Projects RM Manual issued.

• May 2012: Revised RM Policy Statement
issued.
b). Risk Analysis
• April 2014: Executive Risk Advisory Committee
re-established.
• June 2014: Revised Corporate RM Manual
issued.
c). Risk Evaluation
• May 2015: New iRisk system to be launched.
During the year 2014, efforts were made to
identify the top risks that could affect CCC’s
operations, whereby 76 risks were agreed upon
4. Risk Treatment and communicated to concerned departments.
Similarly, the most common 17 risks along with
proposed mitigation plans were shared with all
projects. Several meetings were conducted with

C C C 11
the Executive and Senior Management to discuss Our Vision
FEATURE
some of these risks during the last Projects’ Risk

Committee meeting held in November 2014. The Risk Management implementation track record
following issues were discussed and actions and maturity are now among the clients’
were taken and communicated to concerned staff demands in most tenders and soon Risk
for implementation: Management will be a contractual requirement
on all projects. Accordingly, we need to be
• Reporting. prepared to face the challenges by:
• Scheduling. • Spreading Risk awareness among all staff.
• Staff availability. • Effective contribution by all projects/functional
departments.
• Variations’ administration.
• Risk Management to be inherent to our routine
• Risk Management implementation.
processes.
In parallel, meetings were held with some group
functional departments like CSD, CED, CPD, PMV • Improve quality of risk data and reports.
and HSE to seek their input and contribution to • Quantitative assessment of Risks.
enrich the Risk Management output.
• Make better use of the Lessons Learnt and
Knowledge Management initiatives to enrich
Risk database.
“Risk Management is the thing that makes

the difference between success and
failure.”
Projects * Supported by Risk Management Department

UAE, 10 Nigeria, 9
Botswana, 2
Saudi Arabia, 6 Senegal, 1
Thailand, 1
Egypt, 2
Algeria, 3
Morocco, 1
Qatar, 10
Oman, 10
Kuwait, 3
Iraq, 1
Kazakhstan, 2
Palestine, 2 Jordan, 3
* 66 projects as of March 2015

W. WAKILEH
Corporate Risk Management at CCC
As a leading construction
company, CCC has always followed
a balanced approach to risk
management. Risk management
has been embedded in our
business principles and throughout
our policies and procedures. This
FEATURE
has helped us achieve impressive
growth through challenging
market cycles and conditions.
This is also evidenced by our
track record of successful project
execution, which continues to be
reinforced by a constant effort to
achieve operational excellence
throughout our value chain
activities.
With expanding operations
and increasingly complex
projects stretching across new
geographical areas, CCC has
recently embarked on enhancing
the risk management practices.
In order to improve our risk
assessment and analysis
capabilities, a new framework
for corporate risk has been
established, with a structured
methodology that can be
standardized and consistently
applied throughout the
organization.
The corporate risk management
approach follows established
industry best practices, including
ISO 31000:2009 Guidelines and Principles. The rigour, discipline and rhythm that we apply
However, regardless of which standards are in addressing these simple questions will
applied, all risk management practices tend to ultimately determine the maturity level of the
address four simple questions: organization’s risk management capability.
Corporate Risk, or Enterprise Risk as widely
. What are we trying to achieve? known within the industry, is aligned with
(Can we clearly articulate and quantify the Project Risk management and utilizes similar
business objectives?) tools and methodologies. For project risk
analysis and prioritization, the risk likelihood and
. What could hinder or help us in achieving these impact ratings are measured relative to project
objectives, which typically include cost, schedule
objectives?
and quality, whereas for corporate risk, a similar
(What are the relevant business threats and risk rating approach looks at the overall impact
opportunities?) on corporate goals including strategic, financial,
operational and compliance objectives.
. Which of these are the most important? To compile the list of corporate risks, we
(Do we apply clear assessment criteria to reviewed a listing of over 150 identified risks
prioritize risks?) that was recently prepared with the help of
a dedicated consultant. The categorization
. What shall we do about it? of this risk inventory (or risk register) was
(What risk treatment or mitigation strategy based on the major operational processes as
should we plan and action?) applied within the CCC organization, such as

C C C 13
Corporate Risk Management at CCC
FEATURE
Internal Risks Strategic Risks External Risks

Preventable Predictable Triggers outside our control
HR Risks: Corp Governance Risks: Competitive Risks:
• Employee Perf. / Motivation • Board Oversight Practices • Relative Productivity & Cost structure
• Retention of Critical Skills • Org Structure / Alignment • Emerging competitors in specific
• Succession Planning • Leadership Succession segments
• Shift to favor smaller contractors
Controllership Risks: Strategic Risks: Volatility & Disruption Risks:

• Mgt / Cost Reporting • New / Remote Areas • Political & social instability
• Contracting Terms • Large Project Execution • Liquidity / Economic risks
• Accountability • EP Partnering • Other external disruptions; Natural
disasters, IT security, Interest rates,
Currency, Commodities, etc.
business development and corporate planning, the findings and recommendations were reported
estimation and sales, budget monitoring and to the Board of Directors for action approvals.
control, accounting and audit, finance, insurance
In order to measure our progress and track the
and treasury, HR, Legal, IT, EHS, contract
relevant risk metrics, we developed some KRIs
administration, construction support and quality
(Key Risk Indicators) and initiated their tracking
management. In order to simplify the risk
on the Executive Dashboard, as elaborated in
prioritization and mitigation approach, this listing
separate articles. The Dashboard continues to
was re-organized into three main categories that
be developed into an effective risk monitoring
include internal risks, external risks and strategic
tool, where data is aggregated at the Area
risks including corporate governance risks as
and Group level, and relevant indicators are
summarized in the table.
tracked to establish trends and provide business
Internal risks mainly address internal intelligence. This is also where early warning
processes, including HR and other operational flags can be provided in case an alarm threshold
or “controllership” processes at the corporate is reached. The Dashboard data is accessible
level. For external risks, we look at a multitude by senior management and should serve as a
of competitive risks, and continuously evaluate useful tool to support our efforts in continuous
changing market dynamics. Within this category improvement initiatives.
we also consider all other traditional risks,
including potential political, economic and other CCC Objectives for Corporate Risk
disruption risks that may impact our operations. Management
Keeping in mind the relevant inter-linkages
• Increase the likelihood of achieving
that are common across all risk categories (no
single risk can be purely internal or external) and the business objectives by proactively
recognizing that risks are dynamic and require identifying the threats and opportunities
frequent review and assessment, this framework that impact these objectives.
remains adaptable and allows us to simplify the • Reduce unacceptable performance
analysis, prioritization and mitigation approach. variability and enhance our team
For example, for internal risks which are performance.
conceptually within our control, we would focus • Align and integrate risk management
more on minimizing the likelihood of occurrence across multiple functions using a common
and preventive controls, rather than focus on
framework.
post-impact or recovery controls.
• Minimize surprises and successfully adapt
The risk categories and subgroupings were to the changing business environment.
reviewed with senior management during • Enhance corporate governance by
individual interviews and the risk priority ratings strengthening our Board oversight and
were revalidated with executive management
setting clear roles and responsibilities.
before selecting some of the top risks for
• Improve our overall decision making and
detailed analysis. With initial focus on internal
risks, we conducted a series of workshops develop corporate risk management as a
involving senior staff and project directors, and competitive advantage.

W. WAKILEH
Using Key Risk Indicators
Key Risk Indicators (or KRIs) are metrics that documentation, review, approval and/or rejection.
measure the level of risk within the company The process is meant to compensate the
operations and are used to provide an early contractor for work that is executed beyond the
signal of increasing risk exposure. They are contract scope of work, and at the same time to
linked to Performance Indicators as relevant protect the clients and owners from unjustified
metrics that help measure business performance claims and cost overruns.
and readiness in a quantifiable manner. Proper
FEATURE
measurement and evaluation of these indicators Improving Data Collection of the Variations
will lead to better analysis of patterns and
trends, and in general contribute to better Logs:
predictive business intelligence. Timely client notification is generally a
Most organizations are familiar with the concept contractual requirement. Timely documentation
of Key Performance Indicators (or KPIs) and their and reporting therefore play an important part in
use in measuring progress relative to established the variations process from initiation to closure.
business performance targets or objectives. To this end, data collection and reporting for the
Similarly, the Key Risk Indicators are selected Variations Log summaries have always been
to measure the risk factors that could deter the a requirement as described in the CCC Project
Company from achieving these objectives. In Controls and Contract Administration manuals.
this respect, KRIs serve as “heads-up” display Proper reporting starts with compiling relevant
to see where the business risks may be coming variations data into summary Variations Logs
from. These risks could be related to a multitude for easy reference and tracking by the project
of uncertainties that are fairly prevalent in the management team. The Variation Log files are
construction industry. KRIs are therefore more a based on standardized templates that contain
measure of the potential gaps that need to be the required information in a structured format
addressed in order to improve the chances of that allows aggregation at the Area and Group
achieving our business objectives. level. The data includes expected information
such as detailed dates for VOR submittal
Emerging Contract Changes and Variations and approvals (or rejections), along with the
associated itemized values. Other information
Risks covers related project references, and a
The increasing complexity of projects means categorization code for the type of VOR.
that we face many uncertainties and associated
Recently, the Corporate Risk team was instructed
risks in delivering the contractual obligations.
to compile this data across all projects in
Most projects nowadays are considered fast
order to analyze and extract relevant business
track projects with a longer overlap between
intelligence. More than 100 past and on-going
engineering and construction. An added
project logs have been collected and uploaded
complication is related to the numerous
so far on the Executive Dashboard. The data will
contracting entities and geographical locations
be “live” and available to concerned Company
being involved where it is common to have
management.
Project Management, Engineering, Procurement
and Construction, each situated in a different
location. This results in both the owners and Current selected KRIs
the contractors encountering increased levels The extensive data included in the Variations
of changes and variations to be addressed Logs would enable us to design many different
during the project execution. Variations are KRIs to monitor various aspects of the variations
therefore inevitable in most projects, and in fact status and trends. However, for practical
are becoming more prevalent, as observed in purposes, only few KRIs are needed. During a
recent trends. Consequently, the risk of improper meeting with the senior executives in August
planning or tracking of variations could impact 2014, it was decided to track and report on the
larger proportions of project costs and revenues following KRIs:
thereby calling for closer attention from
management. Value of Pending Variations as a Percentage
Details of handling the processes for variations of Contract Value
orders and requests are usually established
within the contractual terms under the “Change This is the most relevant indicator for variations,
Management” clauses. FIDIC and most other since it reflects the amount of unrecognized
contracting arrangements specify the framework income from added work. It has a direct impact
and responsibilities for variations notification, on the profitability and cash flow of the projects.

C C C 15
FEATURE
A low value for Pending Variations would Improving the Visual Display of Variations
normally indicate an effective Variations and
contract management process, whereas a high
KRIs on the Executive Dashboard
value of pending variations, especially around Once the variations data are updated for all
the end of a project, indicates a situation that active projects, the selected KRIs can be
calls for closer attention. calculated for each project and then aggregated
at the Area or Group level as required. These
Value of Approved Variations as a indicators can then be represented graphically
Percentage of Original Contract Value, to provide a simple and clear display of relevant
metrics. The sample KRI bar charts depicted
and Value of Approved Variations as a above show how data can be extracted from
Percentage of total Submitted Variations multiple logs to allow viewing risk metrics
Both of these metrics reflect the percentage of at a glance, with the ability to drill down to
success in recovering entitlement on Submitted Area and Project levels. This is a significant
Variations. improvement that allows Executive management
to monitor key information much quicker, since
Value of Rejected Variations as a accessing and reviewing the multiple Variations
spreadsheets would be a time consuming effort.
Percentage of Original Contract Value
This simple metric serves to highlight the Further Improvements
extent of Variations and Change Order requests
that have been rejected by the client. An There are plenty of other risk indicators that
exceptionally high value of Rejected Variations can be used to provide meaningful business
versus Contract Value or versus. Total Submitted intelligence and help improve our performance.
value could require an in-depth analysis to But in principle we believe that this is a good
identify any particular root causes. starting point that can always be further
developed to monitor any other risk metrics
according to business needs. One of the metrics

FEATURE
currently under development is the cycle time However, we need to keep in mind that all
for approval of variations, since this is a good indicators are only as reliable as the underlying
Indicator of the extent of control and follow-up measured and reported data. As we raise
we exert over the review and approval process. awareness of the importance of accurate and
Similar metrics and indicators have been timely reporting, we will expand our capacity
developed to look at other risk areas related to undertake better analysis of common
to Cost and Schedule. Other work is focused patterns and gain consensus on addressing
on facilitating and automating data collection. the root causes. The value of using the KRIs
This will help minimize the burden of duplicated as a management tool will materialize as we
reporting, and at the same time improve the gain more experience and insight from the
quality and consistency of reported data from acquired intelligence. In turn this will lead to a
multiple sources. more robust decision making process, and will
ultimately serve as broader learning and improve
Conclusions our performance on future projects.
With increasing complexity and stronger market

competition, our ability to improve performance
will be enhanced by the efficient use of analysis
tools that allow us to extract better and faster
business intelligence. Carefully selected KRIs can
serve as an important tool to better understand
risk uncertainties and help us with a structured
approach to achieve our objectives. In this
example, using the selected risk indicators is
meant first and foremost to help the Project
and Area managers to get a quick view of
the effectiveness of the contract variations
management processes.

C C C 17
W. WAKILEH
Conducting Effective Risk Workshops
As part of seeking wider participation in the with proposed action owners. The workshops
review of corporate risks, a series of workshops also helped to identify the relevant metrics or
was conducted, with each workshop dedicated key indicators that can be tracked in order to
to one of the top identified risks. The participants measure trends and progress.
were nominated by executive management
The workshop inputs were then summarized
and represented a broad spectrum of expertise
and subsequently presented to the Board of
including project managers and directors, area
FEATURE
Directors for appropriate consideration and

managers, project risk and construction support
follow-up. Once approved, the key indicators
managers and other subject-matter experts.
were compiled and tracked on the newly updated
In preparation for the workshops, each Executive Dashboard.
participant was solicited to provide their inputs
The following is a high level summary for three
covering all risk aspects beginning with reviewing
workshops covering internal risk topics.
the risk definition and subsequently providing a
summary of causes or triggers, consequences
or impacts, current processes and controls, and Workshop on Cost Reporting Risk
associated gaps or potential improvements. Without timely and accurate cost reporting and
The emphasis was to identify any gaps within forecasting, we have no clear visibility of actual
the applicable controls and procedures, or performance and little hope of providing effective
related practice implementation, in order to intervention and mitigation when needed. Cost
better formulate the recommended actions. The reporting timeliness and reliability were therefore
objective of these recommendations centered identified within the top controllership risks. This
on minimizing the likelihood or the impact of the was evidenced by the reporting data statistics
risk. Participants were also solicited to provide which indicated that only a low percentage of
supporting data and actual examples based on reports in 2013 were issued on time. With the
their current experience. introduction of automated notifications and the
The preliminary inputs from the team were raised awareness within top management, the
compiled in a structured format and used to timeliness of reports issued on time and those
facilitate the workshop discussions which issued within one month, has improved to over
typically lasted for one full day. This is where a 50% in 2014. During the workshop, several
lively debate and exchange of ideas between all recommendations were made for sharing best
participants helped to align diverging views and practices, in particular where some projects had
reach better consensus on the underlying risk tighter restrictions on reporting timeliness due to
issues and causes. The key observations and client requirements.
recommended actions were highlighted, along
Sources of Risk
Escalation Controls
Cause Consequense 1
Escalation
Factor
Consequense 2
Cause 2 Event
Consequense 3
Cause 3 Consequense 4
Prevention Controls Mitigation and Recovery

Controls
Illustrated above is the “bow tie” conceptual tool which was used for qualitative risk analysis during
the workshops. The tool serves to capture multiple risk causes, consequences and existing controls
and associated gaps. This tool was further adapted to verify linkage to business objectives, and to help
formulate the key risk indicators.

FEATURE
Formulating robust indicators for the “reliability”
Regrouping and redefining Variations and
of reporting is clearly a bigger challenge, since Claims related risks resulted in a higher priority
the statistics are not readily available. The rating.
current focus is on the accuracy of forecasting, in
particular for better forecasting of cost estimates When these were combined under the broader
at completion, and the deviations from approved heading of variations management practices, the
budgets or plans. Some indicators and trends risk ratings were updated resulting in a higher
are already being tracked on the Executive priority rating. The inputs from the workshop
Dashboard. The table provides some extracts participants highlighted multiple consequences
from the workshop findings. with varying severity. The multiple risk causes
Relevant Business Objectives Process Observations Recommendations

• Manage the projects’ performance within the • There are wide variations in reporting timeliness • Develop key indicators to detect the variability
approved budget through timely and reliable and accuracy; with the quality of reporting of cost reporting in relation to actual results.
measurement, and accurate financial reporting. usually indicative of actual performance. Benchmark against “successful” projects
• Capture current status and accuracy of “Forecast • The cost and progress reporting process is (consistent/on time/well managed projects).
to complete” and provide early flags for major not being fully utilized as part of the project • Identify areas for reporting process
deviations to limit the variance in estimates. management and control tools. improvement; based on historical data for wide
• Take necessary and timely corrective action in • Proper Cost Reporting requires better awareness variance between forecasting and actual results.
case of unfavorable variance. and training at all levels including PM/CM and • Organize workshops for PMs to explore and
• Apply lessons learnt to improve correctness of Area level, better estimating capabilities for share best practices in budgeting, work
estimates and budgets, and improve company budget revisions, better integration of IT systems packaging, and cost control.
profitability and competitiveness. across the various functions, and requires • Provide IT tools to link data sources directly to
improving oversight engagement at executive automate cost reports and minimize duplication
management level. of reporting efforts.
Workshop on Variations Management Risk were regrouped into six sub-categories to

simplify the review of mitigation approaches.
Contract variations are common across all These included: current guidelines and
projects regardless of contract type or segment. procedures, contract conditions and contracting
They are inevitable and as such require proper arrangements, variations preparation and
contract risk assessment and planning. submittal practices, client and partner practices,
Ineffective variations management processes site resources and capabilities, and Area/MOA
could lead into negative client relations, with support resources and organization.
claims and disputes that could result in costly
arbitration or litigation and consequential erosion The table includes some extracts from the
of company profitability. workshop findings. The topic of related Key Risk
Indicators is further elaborated in a separate
Prior to the workshop, several risks article.
covering variations submittal timeliness and
documentation quality were listed separately.

C C C 19
FEATURE

• Identify all project entitlements beyond the • The current scale and trend of pending variations • Improve data collection of variations logs and
original contract scope of work and proactively relative to total revenues indicate that this risk provide trend analysis at the Area and Group
pursue equitable compensation throughout the deserves a higher priority. level.
project execution phases. • Improving variations and contract management • Revise and update the Contract Administration
• Ensure accurate and timely submittals for practices represents a significant opportunity to Manual including detailed procedures for
contract variations and change orders, per the improve the company performance. Variation management that can be customized
contract requirements. • Several gaps were identified within current for project specific needs.
• Provide early warning for delayed submittals or Variations management practices, and • Improve engagement of Contract Managers on
settlements that could impact overall project associated preventive and recovery controls; the projects. Enhance contract management
cost and schedule overruns. such as: need for updating/standardizing the training. Enhance Variation estimation capability
• Identify impact of variations/claims on budget guidelines and procedures, improving contract at site/Area level.
variances; and flag any exceeding an agreed management and centralized support resources, • Utilize the company IT systems to log and track
threshold relative to the projects total value. better training and awareness at relevant levels, contract deliverables. Develop and utilize the
and more timely reporting practices. new BIM/C3D/Scenario browser tools.
• Apply Lessons Learnt to identify weaknesses in
the type of contracts signed, and establish track • Wide variability in practices between Areas calls • Consider establishing a centralized dedicated
records for partners and client trends. for better consistency, better cross-functional functional organization to support contract
coordination, and closer management oversight. management at the Group level.
Workshop on Succession Planning Risk replacement resources are necessary but cannot
be applied within the time constraints.
Succession Planning is interlinked with most
other HR challenges and risks such as training The workshop involved an extensive team
and career development, attracting and retaining discussion and highlighted the key issues that
top talent, effectiveness of performance must be addressed for both the short and longer
measurement; company retirement practices, terms. The preliminary data review revealed
organization vitality, and employee motivation. some immediate challenges, in particular
Ineffective succession planning practices could considering the tremendous growth of manpower
lead to lack of readiness for key positions at over the past 10 years, where some functions
various management and leadership levels when would require accelerated development to meet
needed, as well as potential loss of talent and the business needs. Some findings from the
critical knowledge. In extreme cases it could workshop are shown in the table below.
impact business performance if emergency

• To ensure the smooth transition and minimize • Succession processes need to be formalized by • Establish an executive committee to formalize
disruptions for planned and unplanned dedicated procedures. Succession Planning.
replacements for key positions. • Informal processes could be falling behind in • Address short term plans and needs, and
• To continue and enhance the effective producing required staff to support current or accelerate development through “shadow
performance of the CCC Organization, future growth. programs” where needed.
Departments, Areas, and work groups, through • In the short term, accelerating development and • Initiate clear company actions and procedures,
continuous development of key personnel. promotion of younger staff for specific functions under supervision of a Board sponsor, with
• To maintain a sustainable and young would be required, as well as extending the agreed goals and milestones to be achieved.
organization, ready to take on future growth external recruitment mix for experienced talent. • Establish key indicators for regular reviews in
challenges. Board meetings to verify progress relative to
agreed goals.

R. DAVIES
Concepts of Risk Analysis & Management
Risk Management - What is it? advantages. At the planning stage, all potential
risks that could inhibit the project’s success
Project risk management is an integral process are identified by the project team. Those risks
that primarily aims to identify potential risks that are most likely to occur are highlighted
associated with the project, analysing these via metrics such as past experience regarding
risks and subsequently responding to these likelihood of occurrence, historical data, KPI’s
risk factors in an effective manner. It involves and lessons learned. Risk management increases
FEATURE
managing various risks as the project evolves transparency allowing a multitude of potential
through each of its stages. A myriad of people issues to be avoided from the outset of the
with a diverse set of skills are involved in its planning stage via proactive action.
implementation and development, including:
project managers, departmental heads or their It is important to note that risk management is
designated competent engineers or supervisors, a continuous process, whereby it must not only
relevant HSE personnel and other applicable be completed at the initial stages of a project,
competent staff depending on the scope of the but continuously throughout its life cycle as new
project. previously unidentified risks can occur as the
project evolves.
Through the utilisation of risk management
there is the implementation of control of As can be seen in the graph, project costs can
potential future events. Its adoption is therefore increase significantly without the initial risk
a proactive mechanism instead of reacting to management input at the initial planning phase.
events after they have occurred. Vigilant usage Having the resources and expertise in place
of risk management systems not only reduces to pre-emptively and proactively deal with
the severity of these potential events, but also identified potential risks allows for the smooth
reduces the likelihood of these events occurring transition of the project. In contrast, by utilising
in the first place. Without this system in place reactive management strategies whereby the
adverse events on a project can cause enormous project scrambles to rectify adverse, unforeseen
monetary deficits. events only after they have occurred on site have
mounting comparative costs.
Risk Management Systems
Identification of risk, whilst being one of the Purpose of Risk Management
primary integral functions, is not what a risk The purpose of risk management is primarily for:
management system is solely designed for.
These systems must also establish and quantify • Identification of potential risks by conducting
any specific risk and effectively predict the risk analysis for project activities.
subsequent impact it could have on a project.
• Implementing appropriate control measures to
Although there is an initial increase in reduce the likelihood / prevent incidents and
incurred expense via the introduction of a accidents from occurring.
risk management system, it is more than
compensated for through the system’s inherent • Provision of a rational basis to allow improved
Costs
Costs of realisation
Reduction of
processing time
time
Initial phase Planning Realisation Test Operation Acceptance

C C C 21
management decision making in regard to all The risk analysis process is as follows:
FEATURE
project risks.
Step 1 Identification of Risks
• To have an effective proactive plan in place as
project success is improved by evaluation of Step 1 Breakdown the Tasks/Activities and Identify the Hazards
potential issues and developing subsequent
strategies to rectify them.
Step 2 Decide who might be harmed and how? (Hazard effect)
• Ensuring that there is aggressive management
of high priority risks.
• Cost efficient management of risks throughout Step 3 Evaluate the risks and decide whether existing precautions
are adequate or more should be done
the projects lifecycle (compared to reactive
management).
Step 4 Record the Findings
• Allowing management to make informed
decisions on project critical issues based on
the provision of relevant risk information at all Step 5 Monitor, Verify and Review the Risk Management
managerial levels.
Definition of Risk As previously stated it is important to note that

• Risk is defined as the likelihood that a given prior to the commencement of a project not
level of harm from a particular hazard will all risks are completely recognisable. During
the project’s implementation further risk may
be realised with an indication of how serious
emerge.
the harm could be. The magnitude of risk
is determined by the product of Likelihood By utilising risk assessment matrices, risks are
(Probability) and the Consequence (Severity) of categorised and subsequently prioritised, with
the outcome. the HSE risk assessment process consisting of
five essential steps.
• Likelihood is defined as how often an event will
Step 2 Assessing the Risk
occur and is usually based on historical data
and statistics or sound engineering judgment Prior to determining what the best methodology
(the chance that the hazardous event will is for managing risks, the project team asks
occur). questions such as:
• Consequence is defined as how damaging and • How will this risk potentially impact the
severe the event might be (the outcome of the project?
hazardous event). • What is the root cause of the identified risk?
The risk analysis process in place in a risk Analysis of a risk assessments risk rating
management system is essentially a quality is made without any control measures by
problem solving process. The determination multiplying probability by severity.
and prioritisation of risks are assessed
and subsequently resolved via quality and Risk = Likelihood (Probability) x Consequence
assessment tools. (Severity)

For those unfamiliar with Risk Assessment the control measures that need implementation
FEATURE
Matrix numerology, an easy analogy can be made with the figures designed to assist with the
from the ladder image shown. prioritisation of these control measures.
From left to right as the ladders decrease in Step 3 Developing Control Mechanism for the Risk
quality and safety mechanisms, the ‘likelihood
/ probability’ of an accident occurring increases By looking to actively influence the identified
depending on which ladder is used. risks by utilising the strategy of hierarchical
control mechanisms (when the most effective
Whereas the ‘severity / consequence’ of any solution is at the top and least effective at
resultant accident is standardised regardless the bottom) stated below, risks are avoided or
of ladder as it is mostly based on the height of reduced.
the fall. This is due to the fact that severity is
based on the question ‘what is the worst that 1. Eliminate the hazard.
can happen’ and primarily remains the same for a 2. Reduce the hazard.
specific risk with only the likelihood fluctuating.
3. Isolate the hazard.
4. Control the hazard.
5. PPE is last line of defense.
6. Discipline.
Step 4 Develop a Contingency Plan / Preventative
Measure for the Risk
Reduction or elimination of identified risk
likelihood are made into tasks by the project
team: should any identified risk occur, the tasks
associated with them will then have already
had short contingency plans developed. These
can then be put into action promptly if the risk
occurs negating the need for costly reactive
management strategies.
As part of the continual assessment process
throughout the projects lifecycle the following
will be in place.
Analysis of the Residual Risk Rating - to Look-ahead Risk Assessment: whereby periodic
assess the residual risk that remains with the risk assessment meetings are conducted
control measures in place, the consequence to identify, analyse and provide control and
and likelihood ratings are again selected from mitigation measures for hazards and risks of the
the scales shown in the HSE Risk Assessment activities (Work, Material, Supplies, Equipment,
Matrix. The product number of these two ratings Personnel, Location, and so on) and tasks
provides a measure of the Residual Risk rating planned for the scope of work for that period.
and completes the risk analysis stage. The HSE-Look ahead plan: whereby a periodic
Residual Risk Rating is used in the next stage of process (every 3 weeks, 3 months, and so on) of
the Risk Assessment to evaluate whether the identifying and preparing the HSE requirements
risk is adequately controlled or not. to ensure that a certain activity takes place as
Risk Evaluation - this is the final stage in scheduled and is completed in a safe manner.
the evaluation of risks and requires the Risk
Assessment Team to decide if the hazards Factors Affecting Risk
identified have been controlled to ALARP (As
The concept of risk is multi-dimensional with a
Low As Reasonably Practicable) levels.
myriad of factors significantly exposing projects
It is important to note that the risk assessment to higher levels of risk. These include, but are not
team should not become overly obsessed limited to:
with the risk rating figures as they are semi-
quantitative and can be subjective. The primary • Staff expertise and experience: Time delays
purpose of the risk assessment is to identify and fluctuations in initial estimated costs can

C C C 23
FEATURE
Identification of the
requirements and needs:
Prepare for NEW Supplies, Material, Equipment
HSE - Look Ahead Plan Personnel, Location
HSE LOOK AHEAD Hazard Identification &

Scope of Work Risk Management
PLANNING CYCLE
Implementation &
Monitoring
Mitigation Measures of
potential Hazards & Risks
compound in the event that certain members marked increase in the likelihood that the team
of a project team lack the direct working can respond to problems in real time.
experience / knowledge in a specific area.
• Team Size: Potentially as team size increases Final Thoughts
there can be increased difficulty in effectively It is imperative that project managers look to
communicating relevant HSE information to all ensure that adequate resources and information
members. This can directly lead to increases in are provided to reduce risk at all stages of
the likelihood of problems occurring. a project. Roles, responsibilities and the
effective communication lines in relation to
• Management Stability: If the management risk identification and subsequent mitigation
team as a whole does not share the same are effectively allocated, so that the risk
vision / direction for the project it can lead to management system is integrated in all facets of
potential impractical or unrealistic schedules the project activities.
and inefficient utilisation of resources. Nevertheless, projects will inevitably have
• Complexity: With an increase in complexity remaining residual risks. It remains a paramount
strategic decision whether these risks are taken
of a project, from a technical standpoint or
and can be subsequently borne if they do happen
through multiple joint venture partners, there to occur.
can be an increased opportunity for mistakes
to be made. Effective risk management must permeate all
areas, departments and processes of any project.
• History: Older project types have a more It must be coupled with the full commitment as
refined process due to the passage of time. well as the risk conscious behaviour of each CCC
Where a project of a similar nature has been individual for it to successfully work.
completed in the past there is an increased
probability of success.
• Time Compression: If a project is scheduled
into a tight time scale there is a magnified
increase to risk. With more relaxed / flexible
time scales there is the opportunity to better
reduce or mitigate the impact of any occurring
risks.
• Resource Availability: With better access to
resources, in terms of equipment, access to
personnel and management support, there is a

O. REED
Risk Assessment as an HSE Tool
Risk Assessment is an HSE tool that is used to presents a possibility of injury or adverse health
evaluate the risk associated with construction effects.
activities that could cause harm to employees.
Those who conduct risk assessments should
An activity does not necessarily need to be high
attend risk assessment training to enable them
risk in order for the risk assessment process to
to be competent to conduct risk assessments.
be applied. The risk assessment process can be
Training will provide the ability to identify
utilised for non-HSE related activities as well but
hazards, categorise hazards and evaluate risks.
FEATURE
is more widely applied to high risk construction
Those abilities allow a suitable and sufficient risk
activities that have the potential to result in
assessment to be conducted.
injury or property damage if performed in an
unsafe and unplanned manner. There are no fixed rules on how a risk
A risk assessment will protect workers and assessment should be carried out but there are
business assets as well as comply with HSE some general guidelines that should be followed.
laws and regulations. A risk assessment should A common approach is a five step process that
be conducted before employees begin a task that enables a risk assessment to be done correctly.

C C C 25
Risk Assessment as an HSE Tool
These five steps are as follows: Once the risk assessment process is completed,
FEATURE
it is utilised to create a method statement

Step 1 associated with the task that was risk assessed.
A method statement is a written procedure
Identify the Hazard outlining the method, process, equipment and
steps involved with performing a task in order to
In order to identify hazards there needs to be protect employees and address the findings of
an understanding of the difference between a the risk assessment.
hazard and a risk. A hazard is something with
the potential to cause harm and a risk is the Finally and most importantly, the results of a
likelihood of that potential harm occurring. risk assessment should be communicated to
Hazards can be identified using different the concerned employees in order for them to
approaches such as observing the task, understand the risks involved in the task and the
breaking the task down into steps, interviewing necessary actions for them to take to perform
employees or reviewing existing procedures the task safely and without injury.
associated with the task being risk assessed. CCC has a risk assessment procedure that is a
requirement on all CCC projects. The procedure
Step 2 is PP 729 (Risk Assessment Procedure).
This procedure provides instructions for
Decide who might be harmed and how conducting a risk assessment. A specific task
Once the hazards have been identified there must such as sandblasting is evaluated for the
be an understanding of who might be harmed risks associated with the task. Hazards are
and how. This may include not only workers but listed, likelihood of that hazard occurring,
the public as well, should the risk assessment severity of the occurrence and frequency of
indicate the public could be affected. that occurrence in the past. A value is then
assigned to each of these parameters and a
total risk number is assigned to the task. This
Step 3 will then provide an indication of whether or
not additional precautions are necessary or if
Evaluate the risks and determine control the activity is acceptable under the current risk
measures assessment rating. See the example of the CCC
After determining the hazards, deciding who risk assessment form. In this example the first
might be harmed and how: those individuals need page of a risk assessment associated with wall
to be protected. The hazards can be removed finishing activities (working at height) is shown.
completely, engineered out or mitigated in other This illustrates the valuable information that can
ways so that an injury becomes unlikely to occur. be identified in a risk assessment, the risk rating
before actions are taken and the risk rating after
actions are taken.
Step 4
The main intent of a risk assessment is to
Record the findings and implement them reduce risks associated with a task to As Low
As Reasonably Practicable (ALARP). ALARP is a
Findings of a risk assessment should be written term frequently used in the HSE field in terms of
down or recorded. This not only shows that the dealing with hazards and risks. Risk assessment
hazards have been identified, but those who is one of the most valuable tools to achieve
could be harmed and how they could be harmed ALARP. Risk assessment is a valuable tool in
have also been identified, as have the actions HSE to protect workers and assets as well as
necessary to eliminate or minimise the risks. develop safe work habits and a strong safety
culture.
Step 5
Review the assessment and update when
necessary
This is an extremely important step as
workplaces change frequently and as a result,
risk assessments need to be reviewed and
updated when necessary or if a weakness in the
initial risk assessment is identified.

BULLETIN EDITORS
Late Said Khoury Honoured in Nablus

Palestine
The memory of our recently deceased Chairman, the late Said Khoury, was honoured by the naming of
a city square in Nablus, Palestine after him, once again proving that the great man touched the lives of
so many people in the area.
AREA NEWS
Mr. Samer S. Khoury and the Mayor of Nablus
Mr. Ghassan Shakaa

C C C 27
M. ABUSALAH
Abu Dhabi Hosts IPLOCA

48th Annual Convention
UAE
The International Pipeline
& Offshore Contractors
Association (IPLOCA)
held its 48th annual
convention in Abu Dhabi,
United Arab Emirates, at
the Ritz-Carlton Hotel
AREA NEWS
and within eyesight of the

remarkable Sheikh Zayed
Grand Mosque. This was
the first IPLOCA Convention
held in the Middle East in
many years. The location
drew more than 600
delegates. Najib Khoury of
Consolidated Contractors
Co. and IPLOCA’s 2013-2014 His Excellency Sheikh Nahayan Mabarak Al-Nahayan (left) being welcomed by
Najib Khoury IPLOCA President (centre) and Aqeel A Madhi NPCC CEO
President was pleased to
host the convention.
discussed issues the company faced delivering
IPLOCA has 252 members and associated an LNG project in Papua New Guinea. In both
member companies. The annual IPLOCA regions creative and innovative technologies
Convention is known for its blend of business and overcame challenging conditions and the
cultural activities. importance of community involvement in the
success of the venture was highlighted. Edward
The open general meeting began with a Heerema of Allseas spoke about his new ship
presentation by John Atrill of BP on the 3,500km the Pieter Schelte, an innovative topsides
Southern Gas Corridor connecting the Shah Deniz installation vessel with pipelaying capabilities
platform in Baku to Europe. With over 50,000 and Loek Vreenegoor of Shell discussed using
different parties involved, this typified large-scale natural rather than man-made methods in
coordination. Another example of cooperation pipeline construction.
between client, contractors, suppliers and
workers over a large geographical and culturally Conventioneers were also treated to a
diverse region is MCJV, a joint venture between presentation by Sheikh Nahayan Mabarak
McConnell Dowell and CCC, illustrating the Al-Nahayan, Minister of Culture, Youth and
benefits of an integrated team approach on the Community Development, for the UAE. His
APLNG Pipelines Project. Excellency reiterated the importance of
cooperation and understanding and called upon
The technical presentations that followed the industry to focus on safety, the environment
included a talk by Robert Jones of TransCanada and public education.
on some of the challenges it faced in Mexico and
North America. Scott Critchfield of ExxonMobil Other presentations included IPLOCA’s Health
and Safety Award Program and the
Environmental Award. Statistical
data regarding both can be found
at IPLOCA’s website, iploca.com.
Cultural activities included a tour
of Abu Dhabi, a tour of Dubai City
and a catamaran cruise. A special
treat for all delegates was “An
Arabian Adventure” sponsored by
CCC and NPCC far out in the desert
away from Abu Dhabi.
IPLOCA President Najib Khoury
hosted the President’s dinner in
Emirates Palace, Abu Dhabi. Tawfiq
Khoury and Samer Khoury were
present.

M. Karam
BDF Board of Directors and Board of Trustees

Joint Meeting in Amman
Jordan
BDF held a joint Board of Trustees (BoT) and Ms. Vera Baboun, Mayor of Bethlehem, talked
Board of Directors (BoD) meeting in Amman, about the most significant achievements of
Jordan on Wednesday 1 April 2015. The the city during the past couple of years which
meeting was opened with a minute’s silence in included the completion of the Master and
memory of the late Said Tawfiq Khoury, founder Strategic Plan for the city of Bethlehem. She
of the Bethlehem Development Foundation. also presented an update of the issue of the
Samer Said Khoury thanked all for attending Annexation Wall at Cremisan Monastery. Nicola
Area News
and expressed everybody’s commitment to Khamis, Mayor of Beit Jala, talked about the
continuing the journey of his late father, Said importance of tourism for Bethlehem, while Hani
Khoury. Al Hayek, Mayor of Beit Sahour, discussed the
importance of conducting income-generating
Mr. Khoury was elected to succeed his late father
projects that would revive the economy of
as Chairman of the Board of Trustees with Dr.
Bethlehem and prevent youth immigration.
Hanan Ashrawi as Vice Chairman and Dr. Varsen
Aghabekian as secretary. Dr. Nabil Qaddumi talked about soft projects
which encourage human capacity building and
Ziad Al Bandak, Chairman of the Board of
job creation; Hani Abu Dayyeh talked about
Directors, talked about the history of the
preparing for tourist exhibitions on an annual
Initiative launched by the late Said Khoury and
basis in Bethlehem, which local religious
the foundation he established.
institutions will participate in and support in
Architect Basma Al Husseini presented the order to promote religious tourism and Dr. Fadi
Strategic Development Plan completed by Kattan presented the BDF financial report that
Khatib & Alami and Arup in 2012. Nafez Husseini details the expenses of the project implemented
talked about horizons and prospects for the by the foundation during 2014.
desired funding for the proposed BDF projects.
All attendees recommended continuing to
Mazen Karam talked about the status of the
work on securing the necessary funding for
four projects currently in progress including
the implementation of a range of high-priority
the Solid Waste Management Project, the
projects, which include infrastructure and the
Manger Square Beautification and Rehabilitation
promotion of inbound tourism to Bethlehem.
Project, the Community Sports and Children’s
Playgrounds and Omar Mosque Sanitation Units
Rehabilitation.

C C C 29
A. SERSY
2014 Knowledge Management Awards
The Knowledge Management Awards are given Initiative specifically, with his sponsorship in
to projects and individuals who made significant completing the RHIP Project Profile and NPDD.
contributions last year to the company
knowledgebase, FANOUS. Besides posting 99 M. Issa (SSSP) - Presented with the
articles in Fanous, the winners have contributed “KM Special Recognition” Award for his
significantly in promoting the KM initiative by contributions to Innovative methods and
answering technical questions, encouraging their technologies and for sharing project best
AREA NEWS
peers to contribute to Fanous and participating

positively in discussions that led to sharing of
process improvement ideas. The winners are:
99 LR2 Project (Qatar) - Presented with the

“Best Project Contributions” Award for
posting imperative write-ups regarding Pipe
Spool Fabrication Improvement, Grinding of
GTAW Tungsten Electrodes, Master Schedule,
and Quantitative Schedule Compression
Simulation using @risk- GSF AGRP Pipe Line.
It should also be noted that project staff
have also been active in collaborating online
assisting others with day-to-day project
activities and challenges.
99 M. S. Aldaoud (RHIP) - Presented with the

“Best Project Manager Support to KM”
Award for single-handedly conducting a KM
training and induction session at RHIP project,
encouraging project staff to collaborate
on Fanous with project challenges and
knowledge-sharing, being an active member
of Fanous, answering questions and assisting
others, and for supporting the KM CCC Project
B. A. Salim (left) - at MTB Project.
Mohammad Issa (2nd from right) - RMP Project. I. Khaled (centre) presents him with the Award with other senior staff
and A. El-Sersy (right) in attendance

2014 Knowledge Management Awards
practices. Mr. Issa has also been instrumental 99 B. A. Salim (MTB) - Presented with the
AREA NEWS
in contributing towards putting together “Best Individual Contributor” Award for his
CM-CSQM-015 - CAMP INSPECTION AND extensive and well-detailed contributions
AUDITING, and CM-CSQM-013 - CAMP regarding HSE and Sustainability practices
LAYOUT AND DESIGN manuals. and procedures at the MTB project. Such
write-ups include, but are not limited to,
Sustainability Case Study: Recycled Concrete
& Aggregates, Local Recruitment &
Employment Plan, and CNG & Hybrid Buses -
Usage Limitation & Challenges.
Congratulations to the winners!

I believe in “the Wisdom of the Crowds.” As
proven over and over again, teams from different
backgrounds achieve better results than one
or two individuals. I urge you all to contribute
to the Fanous recommended best practices,
performance improvement ideas, case studies,
new business ideas, and KM success stories. KM
success stories are cases when an individual
learns about a practice through Fanous (e.g. by
asking a question or searching for knowledge)
then implements this practice successfully in his
project. Such success stories are the best way to
demonstrate the practical benefits of KM.
This year, I look forward to more knowledge-
sharing and better use of our know-how so
that we come up with new, improved and more
efficient ways of operating.
. Z. Haddad presents him with the Award,
J. Batey (left) and O. El-Jerbi (centre) accept the award on behalf of the LR2 Project team, presented by D. Mavrikios.

C C C 31
B. DENNIS
Dukhan Highway Safety Achievement

Qatar
Consolidated Contractors Company (CCC) and The programme included the provision and use
Teyseer Contracting Company, working on the of the first crash cushion, European approved
Dukhan Highway Central Expressway Project, and tested temporary barriers both metal and
achieved a remarkable accomplishment of 30 concrete including accredited installation,
million man-hours without lost time injury (LTI) specialist road side working safety training
thus demonstrating their commitment to the accredited to UK and European standards and
welfare and safety of their employees and workers certified accordingly. These initiatives included
AREA NEWS
in the workplace through the adoption of rigorous intensive health and safety discussions and
strategies and processes. awareness sessions, weekly management
inspections, access control for sub-contractors,
An award ceremony was held at the Public Works
emergency support vehicles, site notice boards
Authority (Ashghal) headquarters to mark this
and other related procedures.
achievement. Representatives from Ashghal
Expressway Programme, relevant partners and The Dukhan Highway Central Project is an integral
CCC’s safety manager attended the ceremony. part of Ashghal’s Expressway Programme that
will create one of the world’s most impressive
Eng. Jalal Yousef Al Salhi, Director of Ashghal’s
urban road networks. The project is managed by
Infrastructure Affairs awarded the certificate of
KBR as the programme management consultant
appreciation to Project Director, Bassam Salem,
and WS Atkins as the supervision consultant.
for this achievement and for the company’s
A substantial section of the Dukhan Highway
commitment to ensuring the required standards of
Central Project has already been opened to traffic.
safety in the workplace.
Eng. Al Salhi extended his congratulations to
the project team on this milestone achievement:
Mr. Salem also expressed his thanks for the
recognition and stressed his company’s keenness
in fully adhering to safety procedures in
completing the project without accidents.
From left to right: Allan Mc Ewan QHSE Lead Assessor; Grant Gellatly KBR Project Manager; Eng. Jalal Yousef Al Salhi
Director of Ashghal Infrastructure Affairs;Bassam Salem DHP Project Director; Barrie Dennis DHP HSE Manager

M. SOUFYAN
Design Activities for Construction Projects
At the initial stage of my career I worked in Customer Requirements

manufacturing for a design
department. Initially, I designed
cookers, refrigerators and
industrial ovens, and then I Contact
shifted to the design of elevator
systems for Dover Elevators. Specifications Review Customer Requirements
CONSTRUCTION DESIGN
As a designer for a design office,
our work was based on similar Acceptance Criteria Prepare Design Specifications
design with introduction of
new requirements for a specific Regulations
project. For a design that stands Review Input
on its own, every engineer did
HSE
his own design and checked the NO Is Design
correctness of the design. If the Specificaton Adequate
design is applicable to hundreds Chart 01
or thousands of items, which YES
means one single mistake will
Design State
be a multiple of 100 or 1000
mistakes, then the design has
to be verified by other engineers. Design Output State
For validation purposes, a
prototype was manufactured.
Design Review, Verification & Validation
Of course, this type of design
work cannot be compared to
complex plants (oil and gas) or
to complex civil projects such as RLP. However, Design Approval
we need to realize that the principles of design in
accordance with the ISO 9001 standard are the Design Release
same for a product or for a plant regardless of
the complexity or the size of the project. the design verification and the design validation.
In many cases, contractors are involved in design I received an answer from the Engineering
and build projects or at least projects that are Manager that I am using three different
already designed and require design validation. terminologies for the same process. Simply put,
Contractors by taking such projects, in most he said that review, verification and validation
cases, are assuming full responsibility for the are different terms for the same activities,
design, taking higher risk, and reducing the risk indicating total ignorance in relation to design
for the owner. and development in accordance with ISO 9001
standard.
In one of the projects where the design was
carried out by a reputable design company based Many design subcontractors apparently
in Lebanon and during my visit to said company have a lack of understanding of the design
for purpose of quality audit, I asked the Project and development process based on the ISO
Manager how they were doing the validation of 9001 standard (international organization for
the design. The answer I received was related standardization) and definitely need training and
to a verification process or checking the design education in this field.
by engineers that were not involved in the initial A design subcontractor is responsible for
design. It turned out the concept of validation reassuring their customers that they provide
was not understood by any of the engineers a high quality service: if we consider ISO 9001
working on that design. requirements, design subcontractors should
This experience was repeated on another project provide documented processes illustrating the
where our joint venture company was in charge following:
of engineering. I had a long discussion with
• Design plan.
the Engineering Manager during the selection
the design subcontractors. I mentioned to the • Design deliverables for each design package.
Engineering Manager that he should request
from all design subcontractors (among other • How to identify design input / output.
things) how they would do the design review, • How design activities are managed.

C C C 33
• How to conduct design review and at what At the initial stage of design a project summary
CONSTRUCTION DESIGN
stage. and a procedures manual should be prepared and

implemented for the project. This is illustrated in
• How to conduct design verification. Chart 02.
• How to conduct design validation and finally,
Chart 02
• How to manage design changes. Design Input Stage Complete
If the design subcontractor fails to provide
a documented process covering the above
activities in the form of an overall plan, or specific Prepare Project Summary
procedures, the design subcontractor must be
dropped from consideration or the whole internal Prepare Procedure Manual
design process of the design subcontractor must
be examined in accordance with the requirements
of ISO 9001 standard. The main contractor needs
to proceed with construction work without any Translate Customer Requirements into
problem related to design activities by ensuring Design & Construction Information &
that all the requirements related to the design Specification for Materials.
work are transferred to the design subcontractor Identify Resources & Target Milestones
and understood, and design deliverables are
produced and submitted on time. The design
subcontractor must ensure that regulatory
requirements, codes and standards requirements Prepare Master Programme
related to a certain product / project are met
even if they are not mentioned in the sub-
contract agreement. Contuct Review
In this article, we have mentioned many terms
without giving any description or definition
related to these terms. In the following section
NO
Approved
these terms will be defined based on ISO
9001 standard and CCC requirements. Chart YES
01 represents the overall concepts of design
processes and their interface based on the
International Organization for Standardization. Review Actual Progress on Monthly
Basis to Ensure It Is In Compliance With
the Master Programme
Design Plan
In the construction business, we are used to
having a safety plan, a risk plan, a quality plan,
a security plan, a procurement plan and an Design Input and Design Output
execution plan. The same concept applies to At the initial stage of a design the design
design work: if we have a design scope we need input and design output must be identified.
a design plan. For illustration only, a design plan For example, the design input for an HVAC
may cover the following items: system is the outdoor conditions that depend
• Design organization and interface. on the geographical location. The designer
should also consider the air quality in selection
• Design cycle in terms of preparation, review of the HVAC system / equipment. The design
and approval. output represents the comfortable indoor
conditions, such as relative humidity and indoor
• Design basis. temperature. In many cases, the indoor air
• Deliverables list / schedule. quality should also be considered. In the case of
hospitals, the system should be able to eliminate
• Reference to all activities related to the bacteria generated in the operating theatres or
design. other areas. The designer’s responsibility is to
select the proper HVAC system that suits specific
• Rules and regulations. conditions and to select equipment and media
• Codes and standards. that deliver the desired output. All of this has to
be identified and considered at the initial stage.

Chart 03
CONSTRUCTION DESIGN
• Establish Basics of Design
Design • Correct Input Information
1 Document • Interface Compatibility & Consistency
Requirements • Approval at each stage
• Identification of Documents
• Checking of Drawings
Checking of • Clear and Concise Notes in Red
2 Drawings and • Detection shall be indicated in Blue
Documents • Notes shall be Indicated in Green
• Checked items that need no changes shall be highlited in Yellow
Records All checking copies & master prints must be retained until the drawings or documents are approved. A master copy of each
3 (Retention of revision must be retained in the central filing system.
Documents)
4 Preparation The original engineer shall collate the available data, nothing missing information and compile the documents for checking.
• Definition of work, necessary information are complete

• Correct methods applied
Single Discipline
5 Checking
• Output is accurate, adequate, consistent and clear
• Requirements of presentation and quality of dicuments
• Conflict with other known technical documentation
• Equipment located in the same area

• Effect on existing design
Inter-discipline
6 • Direct interface and input from other disciplines
Checking
• Provision for interface
• Interference - clashes
CCC Design Verification consists of 3 stages

Stages of Design • Stage 1: Input and Methods
7 Verification • Stage 2: Checking
• Stage 3: Approval
Design Verification Design Review

Design verification is a process that consists of This bring us to design review. What is
checking the design to see whether it is correct. design review as defined in the international
If you design a pump for a certain media to organization for standardization (ISO 9001)?
deliver a certain output, the calculation should
At suitable stages, systematic reviews of
be checked by another engineer from within
design and development shall be performed in
the same discipline. However, this pump will be
accordance with planned arrangements:
mounted on a concrete foundation, therefore,
it is required to be checked for interface by • To evaluate the ability of the results of design
the civil discipline. This process is called inter- and development to meet requirements, and
discipline check (IDC) to ensure (among other
things) that the anchor bolts location will match • To identify any problems and propose
the geometry of anchoring the pump on the necessary actions.
foundation. The pump will also be connected to
Participants in such reviews will include
a piping system, therefore, the piping engineer
representatives of functions concerned with the
should also check the pump design for alignment
design and development stage(s) being reviewed.
with the piping system. We can conclude that
Records of the results of the reviews and any
design verification is a process of checking
necessary actions will be maintained.
the calculations, the drawings and to ensure
alignment and correct interface with other The standard requires that design review be
systems. This process is illustrated in Chart 03. conducted at planned intervals, therefore,
design review stages should be identified in
the design schedule. The design review is not
a checking process, it is an overall or global
view at the design by all stakeholders to

C C C 35
determine if the design Chart 04
CONSTRUCTION DESIGN
and development output Project Engineering Coordinator Review Group Disciplines Leaders
meet the requirements
and to identify action Assign Design Advise Engineering
Review Group
required to achieve 1
Manager to Initiate
Design Review
Forward Agenda Provide Necessary
to Participants
these requirements. The 2
Documents for
3
Design Review
design review process is 4
Advise aspects that shall

illustrated in Chart 04. As per the
project summary be examined during the
review
Design Validation Project Eng. Coordinator Review Group
Design and development Prepare Minutes of Meeting Conduct Design Review

validation will The minutes shall make reference
6
Stage II
be performed in to the following:
- Project title and number
Stage II
Stage III
accordance with planned - Date of the review
- Results of review and actions to be taken Stage IV
arrangements to ensure - Approval requirements
that the resulting product - Review participants 5
Consider feedback from

is capable of meeting previous projects
the requirements for
the specified application
or intended use, where known. Wherever To simplify the above definition, the ultimate
practicable, validation will be completed prior to design validation is the commissioning process.
the delivery or implementation of the product or However, the standard requires that validation be
project. Records of the results of validation and carried out prior to delivery of the product to the
any necessary actions will be maintained. Design customer. For example, in mechanical projects,
validation shall be carried out in accordance with design validation can be carried out by software
documented procedure applying one or more of simulation. For process validation we need also
the following methods: to realize that not every design requires a design
validation process. For example, if the designer
• Prototype development. selects a pre-qualified welding procedure from
the American Welding Society Library, such
• Technical validation. procedures are already qualified and do not need
• Operability and constructability study. any further validation.
• Comparison of test results.

Further Simplification
• Development of a pilot project. For further simplification let us
consider a complex plant that
consists of several design packages.
At the initial stage of the project,
design packages and assignments have to
be identified. In the graphic we have 18
design packages. Every design package
broken down into elements is subject to
design verification by the same discipline
and by other disciplines for interface
purposes. The overall design packages
all together are subject to design review
at specified intervals. If DP1, DP6, DP10
and DP15 represent a system, then this
system is subject to design validation.
Therefore, design verification is related
to every single element of the design.
Design review is related to overall design
packages and design validation is related
to systems, every single system being
subject to validation as a system and to
interface validation with other systems.

T. AWAD
CSR News Report
Contribution to CSR Initiative

CCC Staff are encouraged to come up with ideas and activities
related to CCC’s CSR Initiatives including Going Green and
community involvement events. Please send your ideas, initiatives
and achievements to “CSR-CCC” email address csr@ccc.gr.
CORPORATE SOCIAL RESPONSIBILITY

Core Values, Guiding Principles & Code of Practice
A new publication of the Core Values, Guiding
Principles & Code of Practice Booklet containing both
English and Arabic versions has been reprinted and
individual copies are distributed for personal reference
and keeping.
GREECE
Visit to the Archaeological Museum
The Athens Office CSR Committee organised a
guided tour for CCC employees and their families to
the famous Archaeological Museum of Athens on 8
February 2015 which was much appreciated. The National Archaeological Museum is one of the most
important museums in the world devoted to Ancient Greek art. It was founded at the end of the 19th
Century to house and protect antiquities from all over Greece, thus displaying their historical, cultural
and artistic value. The Museum’s collections - Prehistoric and Egyptian Antiquities, Sculpture, Vases
and the Minor Arts and Bronze - are among the most comprehensive in the world.
Our goal is to introduce the archaeological treasures that our host country has to offer to the
employees. With the help of tour guides, the importance of archaeology in Greece was underlined in a
more explicit way and offered enhanced knowledge of the Greek culture to the foreign employees.
Clothes’ Collection Campaign

Various humanitarian and charity organizations in
Athens that help refugees and other impoverished
people are raising awareness for the urgent need
of clothes. Being aware of this fact prompted
Athens Office CSR Committee to organise a
collection of clothes among the CCC employees.
50 large boxes of clothes for adults and children
and toys were delivered to the following
institutions: Amigdaleza (Centre for Refugees),
Boroume (Shelter for the Homeless/ Red Cross),
Praxis (general care for unaccompanied minors and
refugees), and Mazi Yia to Paidi (a children’s care
organization).

C C C 37
CSR News Report
The donations were much appreciated by the individuals in need who received them, and they went on
to express their sincere thanks to CCC and their employees for this honourable gesture.
Donation to the Municipality of Marousi in Athens

Over the years, CCC has gathered stocks of old and non-useable items including chairs, desks, PC’s
and their accessories, printers, photocopiers, scanners and various other obsolete items that were of
no use to CCC. Instead of disposing these items to scrap, the Municipality of Maroussi was happy to
take all the items in bulk and plan to repair and make use of them in the different facilities that they
support. These include but are not limited to: schools, retirement homes, orphanages and others. We
were assured that the donation was put to good use to help the needy organizations, and to save the
environment by recycling the materials instead of letting them go to waste in scrap yards.
CSR - 3R’s Campaign

Three years ago the Athens Office CSR Committee launched the CSR - 3R’s “Reduce - Reuse - Recycle”
Campaign for the purpose of raising awareness, implementing ideas and achieving goals related to the
subject. A team was formed at the time and they implemented a few initiatives that are still visible
today around the Athens Office but the members were relocated to different areas out of Athens and
the campaign slowed down.
In order to revive this important and essential campaign, a new team has been formed to pursue
the “3R’s Campaign”. The new CSR - 3R’s Team will be developing awareness campaigns using in-
house posters and other informatory means. Additionally, it will be implementing ideas and actions
for achieving its goals and the team is also open to receiving new ideas and recommendations to
complement their task.
3R’s Teams from the different Areas are welcome to communicate with the Athens Office CSR team
through “CSR-CCC” email address csr@ccc.gr.
KUWAIT
Beach Cleanup Drive - 2015
Kuwait Area accepted an invitation
from the American Society
of Safety Engineers - Kuwait
Chapter - to take part in their
Beach Clean-up Drive 2015 that
took place on 21 March 2015 at
Mahboula Beach. Due to the heavy
rainfall that day, the organisers
postponed the activity until further
notice and left the beach but CCC’s
volunteers refused to leave before
completing the job. Thumbs up
to our dedicated and persistent
volunteers!

T. AWAD
CSR Volunteers of the Quarter
We are pleased to
acknowledge the
participation and
continued support of the
following volunteers
towards CSR Initiatives
in their respective

Areas during the first
quarter of 2015.
QATAR
CCC Qatar Management acknowledged P. Gottumukkala as the Active CSR
Qatar Volunteer of the quarter due to his achievements. Prasanth played a great
volunteering role by organizing, participating, communicating and providing
volunteers feedback during the following 2013/2014 CSR Activities:
• Beach Clean-up (02 Activities).
• Blood Donation Campaign.
• Medical Mission for workers.
• Worker Cultural activities.
UAE
H. Ghanadreh, OHDD Project Dubai, was the major contributor to the Emirati
Youth Engagement and Advocacy programme conducted at the project site for
students from Heriot-Watt University, Dubai Campus. He made extra efforts
to take the time out from his busy professional engagements to conduct
the programme in two schedules. His efforts were lauded and graciously
acknowledged by the Academic Head of University’s Center of Excellence in
Sustainable Building Design.

C C C 39
A. MUSHTAHA
The Kazakh Golden Warrior Monument Unveiled
In line with CSR initiative, CCEP continues with

the pre-set charity programme adopted for the
different cities and villages in the republic of
Kazakhstan.
The Golden Man, whose remains were recently
discovered near Kulsary City, are of great
endearment to the people of Kazakhstan seeing

as it is an important historical discovery.
The Kulsary municipality has requested CCEP to
contribute by sponsoring the construction of the
Golden Man Monument at the main square of
Kulsary City.
CCEP Management accepted with great pleasure
and has financed the construction of the Golden
Man Monument to the impressive size of 2.5 m x
5.0 m.
The opening ceremony of the Golden Man
Monument took place recently and was attended
by many government representatives: the Mayor
of Kulsary City, deputy head mayor of Atyrau,
delegates, media representatives and local
authority envoys from Atyrau, Oblast, together
with Consolidated Contracting Engineering &
Procurement SAL - Offshore CCEP.
A. Mushtaha, the CCEP Public Relation Manager,
stated that:
Unveiling the Golden Man statue in Kulsary City
“We are proud to be representatives of
Kazakhstan where history was made and culture On this occasion, Maksim Shafekevish, the
existed. The discovery of the Golden Man in Mayor of Kulsary extended his appreciation of
Kulsary City has added valued proof of the deep the continued efforts and support of CCEP -
history that this country exhibits. Congratulations Kazakhstan branch, and he requested to forward
are due to the Kazakh people in unearthing this his gratitude to all CCIC/CCEP Management
monument.” and employees for their support of the Kazakh
culture. He granted
Ghazi Anouti, Area
General Manager - KZ
Area, the certificate
of appreciation for his
limitless support.
Despite the cold
weather and chill winds
experienced during the
day of the ceremony,
many people of Kulsary
City attended the
celebration events
performed in the main
square of Kulsary City.
Local press media and
TV covered the unveiling
of the Golden Man
Monument ceremony.
Maksim Shafekevish, Mayor of Kulsary City, presented a certificate of appreciation to Ghazi Anouti,
CCIC/CCEP Area General Manager KZ Area

N. KADDAH
A Special Case from Gaza
Bilal Abu Zaher, a 24

year old resident of the
eastern Gaza border
area, was severely
injured during the war
in Gaza in July 2014.
During the Israeli

bombing in Gaza, Bilal
fell out of the second
floor of his home. He
suffered extensive
physical damage: a brain
clot that has impacted
his memory and
paralysis is gradually
overtaking his body.
However, none of
this impacted his
A CCC employee granting Bilal a laptop so that he can continue his university studies.
determination to study.
He is currently enrolled
at Al Quds Open
University where he is
undertaking a degree
in English Language
Education free of
charge. Facing severe
economic hardship, Bilal
along with his family,
live in a tent with very
basic amenities. Bilal
has a straightforward
aim: despite all odds
and his physical
disabilities, he is
determined to succeed
and gain his degree with
flying colours.
Bilal and the CCC employee discussing his studies at Al Quds Open University. A CCC employee,
hearing of this young
man’s impressive story,
took it upon himself to
extend a humanitarian
helping hand to Bilal.
He provided Bilal with a
second hand laptop (so
that he can continue his
studies regardless of his
disabilities), clothes and
fresh bedding.
This only highlights the
fact that when you have
a dream, you can make
it materialise despite all
odds.
The destruction that Gaza underwent during Israeli bombing in July 2014.

C C C 41
H. ABOU HISHMEH
CORPORATE SOCIAL RESPONSIBILITY Qatar: Worker Traditional Celebrations & Sports Activities
CCC believes that a company needs to be • Leverage our expertise and talent to address
responsible for its actions socially, ethically, social issues.
and environmentally. CCC recognises and
• Create impact that is long-lasting.
understands its commitment towards the
communities in which we operate around the CCC Qatar has made concrete efforts to update
globe. We firmly believe that we can help in and expand the scope of worker welfare and
creating an active compliance with the spirit of to give workers a voice in deciding what they
law, ethical standards, and international norms. need. Measures to this end include Worker’s
Our approach is driven by three main principles: Welfare Act, which provides funding for religious
• Collaborate and co-operate to make a social
traditional festivals, cultural programmes,
musical nights, outdoor and indoor tournaments,
impact
sports events and other needs. These activities
are all aimed at improving the quality of workers’
lives, as well as improving job efficiency.
CCC Qatar participated in many CSR activities
during 2014/2015. Some of these activities were:
• Religious Traditional Festivals (Onam,
Christmas, and so on...)
• Musical Nights and Cultural programmes (New
Year, Qatar National day, and so on...)
• Outdoor Sport Tournaments (Basketball,
Volleyball, cricket, and so on...)
• Indoor Tournaments (Carrom, Chess, and so
on...)

G. DEEB
Basic Needs Met in Tanzania
CCC operations began in Tanzania in

late 2010 after being awarded the
“Upgrading of Tunduma Ikana Road
Project (64km) to Bitumen standards.”
Our client was the US Government
through its local entity Millennium
Challenge Account-Tanzania (MCA-T);

the consultant was EGIS International.
The project was fully completed in late
2013 and was followed by a one year
maintenance period.
Since its establishment in Tanzania,
CCC has undertaken multiple CSR
initiatives that aimed to improve the
lives of disadvantaged Tanzanians,
the latest of which is CCC Tanzania’s
sponsorship of Basic Needs Foundation
C. Underhill discussing the need for mental health services at a Basic Needs - Tanzania (BNF-TZ).
Foundation presentation.
BNF-TZ is a non-profit organization
working to address the lack of access
to quality healthcare and support for
the mentally ill through the provision
of technical training for health care
workers and community empowerment.
It is a crucial organization since it
is estimated that only 20% of the
estimated 2.5 million people that suffer
from mental illness within Tanzania
have access to mental health services.
Without access to a functioning mental
health care and support services, the
mentally ill are increasingly vulnerable
to poverty, poor health outcomes and
discrimination.
The elements of the sponsorship were
decided through a consultative process
Basic Needs Foundation members and G. Deeb combining forces to
advocate for better mental health services. between CCC and BNF-TZ so as to
ensure that any support offered by CCC
would be effective at improving the
strategic outcomes of BNF-TZ. To this
end, CCC has donated a Double Cabin
Toyota Hilux from its project assets to
the BNF-TZ head office located in Dar
Es Salaam and agreed to subsidise
administrative costs of the organization
for an initial period of six months; this
support will be reviewed later on by
Athens Office for possibly extending
such period.
At a BNF-TZ launch held on the 24
February 2015 in Dar Es Salaam,
that was attended by George Deeb
- Contractor’s Representative for
CCC-Tanzania - the trustees of BNF-
TZ publicly extended their deepest
G. Deeb, Chris Underhill and J. Mbatia standing together in the name of gratitude to CCC and to its President
improving mental health services in Tanzania. for the support and generous donation.

C C C 43
M. MAMUNNI
CORPORATE SOCIAL RESPONSIBILITY UAE: Youth Engagement & Advocacy Programme
Some of the students attending the presentation.
As part of the Dubai Emirates programme for Presentations about the technical features
youth empowerment, students studying in of the project and the modern construction
UAE Universities and Colleges are encouraged technologies and processes applied at OHDD
to gain access to the latest technologies were given to students.
and developments implemented in order to
The students that attended the programme were
gain professional skills in terms of modern
from the School of the Built Environment. They
technological application. We are proud to
stemmed predominantly from construction and
say that CCC is continuously approached
real estate backgrounds and this rendered the
by universities in order to support final year
programme quite pertinent to the participants.
university students by giving them access to
The students were briefed about the engineering
our construction sites so that they gain on site
design of the project, proper perspective of
experience.
engineering plans which consequently enabled
Opera House Downtown Project, Dubai, had them to grasp clear understanding of complete
the privilege of hosting 45 postgraduate construction technologies and how they can be
civil engineering students from Heriot-Watt used to transform basic plans to practical project
University, Dubai Campus. The occasion was realities.
utilised by the students to gain exposure in a
This comprehensive CSR programme conducted
busy work environment and acquire skills that
at the behest of OHDD Project Management was
would help shape their career path. Students
praiseworthy and thought provoking.
were able to gain insights into construction
technology and witness the professional Both students and project team members that
expertise of CCC engineers working on the had organised the event enjoyed the process, the
project. positive atmosphere and were pleased with the
outcome.
A group of students photographed together with the project staff.

M. MAMUNNI
UAE: Al Noor Foundation for Special Needs Children
Al Noor Foundation is a leading training centre

for children with special needs in the UAE.
The services rendered by the foundation for
children with special needs are exemplary and
it maintains the highest appreciation levels
among the society and local administration for
its esteemed services. Every year they hold a

successful fundraising event called Hope for
Children, involving corporate companies and the
general public.
This year the UAE Area CSR Department
participated in the Hope for Children fundraising
programme by accepting 500 fundraising
coupons. These coupons were offered to
employees from Area Departments and OHDD
Project for voluntary acceptance. Approximately
400 employees cooperated with mass
enthusiasm and all of the 500 coupons were
taken up quickly.
The Hope for Children fundraising event
culminated with a Family Fun Fair, a community
event filled with a lot of fun and excitement
for all. The event was certainly a rewarding
one for us as it highlighted growing interest in
charitable activities among our employees. The
fund collected was handed over to the Senior
Fundraising Executive of Al Noor Foundation in
their premises on 26 February 2015. Presenting the fund collected to the Senior
Fundraising Executive of Al Noor Foundation.
Children with special needs at the Al Noor Foundation.

C C C 45
L. ISTAMBOULI
USA: CSR News from the Morganti Group
Morganti Young Professionals

Founded in January 2015, Morganti Young Professionals (MYP) consists of the younger generation
of Morganti employees. The MYP will be focused on achieving numerous goals: community outreach,
internal growth, networking and business development. They will be making an effort to participate
in various community activities including Habitat for Humanity, food drives, toys for tots, community
specific walks/runs, and so on. Community outreach will also tie into business development. The MYP
can focus on community involvement within targeted areas to gain positive exposure for Morganti.
Eventually, this generation will grow into the future project managers, executives and possibly more
advanced management positions.
Morganti Mentor Protégé
Morganti recently initiated a Construction Management Mentor/ Protégé Programmw to aid in Small
Business and Minority Contractors’ participation goals in local cities. They recently signed a mentor
protégé agreement with Verdi Construction Company of Bethel, CT and Optimum Building & Inspection
Corporation in Springfield MA. A key goal of Construction Management Minority Mentor/Protégé
Programme is to coordinate, train and assist small and/or minority owned-companies to win contracts
with large companies. With their years of experience, Morganti can help these companies accelerate
their growth by focusing on those with the potential to succeed and create jobs. Morganti will act as a
mentor, meet with company owners and advise them on improving operations and building strategies,
while connecting them with larger customers. The goal is to help small companies grow into bigger
ones so they can make a greater contribution to the local economy.
Morganti Sponsors Lebanon-American Club Exchange Programme

Morganti sponsored an exchange programme offered by the Lebanon-American Club of Danbury
this past February. Danbury teacher Kevin Haddad recently got a chance to visit the International
College (IC) in Beirut, Lebanon. IC is a K-12 school
that follows the International Baccalaureate
Curriculum—known as the Primary Years Programme
(PYP) in their elementary school. Classes are taught
in either English or French—they have three sections
of each at each grade level. They also offer additional
Arabic language instruction, as well as Music, Art,
and P.E It was beneficial for Haddad to see how they
incorporate technology in their classes and to see
the subtle cultural differences in the classroom. In
turn, Haddad was able to serve as a knowledgeable
resource in the classrooms as well. Questions about
what America is like were raised and teachers were
advised about American instructional strategies.
Morganti was proud to sponsor such a valuable
programme and partake in the diverse community
where they do business.

BULLETIN EDITORS
CCED Official Anthem
MILESTONES
CC Energy Development S.A.L., Oman, has produced a fun and attractive video clip which you will find
on YouTube. Search for CCED Official Anthem by Leyth Hinai. Shahrokh Eterbar is the CEO of CCED and
leads the singing!
YouTube Link: https://www.youtube.com/watch?v=4Mf7Im_hVug
BULLETIN EDITORS
CCC Engineer in ASME Review Group

The American Society of Mechanical
Engineers (otherwise known as ASME) is a
non-profit membership organization whose
mission is to encourage: “collaboration,
knowledge sharing, career enrichment, and
skills development across all engineering
disciplines, toward a goal of helping the
global engineering community develop
solutions to benefit lives and livelihoods”
(www.asme.org).
ASME boasts 140,000 members worldwide
with a global presence in 151 countries. In
light of this, CCC is proud to announce that
Mr. Pratap Singh Shriwal (EPSO Mechanical
Engineer) is currently a member of the
ASME ‘International Review Group’ (until
2016) and a contributing member for the
‘Subgroup on General Requirements’ (until
2017); both of which reviewed the latest
amendment of the ASME B31.1-2014
(ASME Code for Pressure Piping, B31).
This not only demonstrates the merits of
Mr. Shriwal, but also highlights the fact
that CCC’s continued high calibre work is
represented internationally

C C C 47
MILESTONES
Engagements and Marriages
We are pleased to announce the marriage Rahul G. Menon (Barzan Onshore Project
of Hafiz Muhammad Abbas (RKPP Project, Qatar) is pleased to announce his marriage
Saudi Arabia) on 22 October 2014, in to Ashwathi Nair. The marriage took place
Panjab, Jauharabad City, Pakistan. on 25 January 2015 in Cochin, Kerala,
India.
Baby Boys
Imad Abu Chacra (WGP Project, Saudi Ibrahim Sabry (MRPC, Algeria) and his wife
Arabia) and his wife Farah Ghannam are Nermeen Maher are glad to announce the
pleased to announce the birth of their birth of their second baby boy, Adam. He
wonderfully cute baby boy, Adam. He was born on 12 March 2015 in Cairo, Egypt.
was born in Ammatour, Lebanon, on 3
December 2014. Renjith K. Abraham (DFM Project, Oman)
and his wife Jisna are pleased to announce
Amer Ali Al Taamari (RMPT Project, Saudi the birth of their son, Alden, who was born
Arabia) and his wife are very happy to on 23 March 2015 in Kerala, India.
announce the birth of their first baby boy,
Ahmad. He was born on 10 January 2015
in Riyadh.
Murad Dahdouh (RKPP Project, Saudi

Arabia) and his wife Mai Al Badawi are very
pleased to announce the birth of their first
baby boy, Mohammad, who was born on 5
February 2015 in Jordan.
Baby Girls
Mohammed Adil (JHAP, Saudi Arabia) and Omar Hilmi (EPSO, Abu Dhabi, UAE) and
his wife are very happy to announce the his wife Samar are delighted to announce
birth of their first baby girl, Sadaf Fatima. the birth of their second baby, a girl named
She was born on 29 January 2015 in Eliana. She was born on 24 February 2015
Hyderabad, India. in Abu Dhabi, UAE.
Twin Girls!
Kamel Ali (WGCCC, Oman) and his wife, Ahlam Al Amin, are very happy to announce the
birth of twin girls, Safa and Marwa, on 8 January 2015 in Muscat, Oman.
Baby Triplets!
Abu Ubaid Siddiqui (Qatar Faculty of Islamic Studies Project) and family are
extremely happy and thankful to announce the birth of triplets, two baby boys and
a girl, on 31 October 2014 in Gulbarga Karnataka, India.

QATAR Sidra Medical & Research Centre Sidra Medical & Research Centre QATAR
Completion of Design & Construction Completion of Design & Construction
bulletin
1st Quarter 2015 Issue 113
Quarterly Magazine of Consolidated Contractors Company
EDITORS Samer Khoury

Zuhair Haddad
Nafez Husseini
Damon Morrison
PUBLIC RELATIONS Samir Sabbagh
PRODUCTION Jeannette Arduino

Nick Goulas
Georgia Giannias
Alex Khoury
Samer Elhaj
CCC BULLETIN P.O. Box 61092

Maroussi 151 10
Fax (30-210) 618-2199 or bulletin@ccc.me
see The BULLETIN on line at www.ccc.me -> About Us -> Our News -> Quarterly Bulletin
Risk Management
The BULLETIN is a publication issued at CCC in Athens by volunteer staff.
All opinions stated herein are the contributors’ own.
Submissions (announcements, stories, artwork, etc.) are welcome.

Consolidated Bulletin Issue No.113

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bulletin

1st Quarter 2015 Issue 113

Quarterly Magazine of Consolidated Contractors Company

EDITORS Samer Khoury

PUBLIC RELATIONS Samir Sabbagh

PRODUCTION Jeannette Arduino

CCC BULLETIN P.O. Box 61092

13 Corporate Risk Management at CCC W. Wakileh

15 Using Key Risk Indicators W. Wakileh

18 Conducting Effective Risk Workshops W. Wakileh

21 Concepts of Risk Analysis & Management R. Davies

25 Risk Assessment as an HSE Tool O. Reed

28 UAE: Abu Dhabi Hosts IPLOCA 48th Annual Convention M. Abusalah

29 Jordan: BDF Board Meetings in Amman M. Karam

30 2014 Knowledge Management Awards A. Sersy

32 Qatar: Dukhan Highway Safety Achievement B. Dennis

Construction Design 33 Design Activities for Construction Projects M. Soufyan

Corporate Social Responsibility 37 CSR News Report T. Awad

39 CSR Volunteers of the Quarter T. Awad

40 The Kazakh Golden Warrior Monument Unveiled A. Mushtaha

41 A Special Case from Gaza N. Kaddah

42 Qatar: Worker Traditional Celebrations & Sports Activities H. Abou Hishmeh

43 Basic Needs Met in Tanzania G. Deeb

44 UAE: Youth Engagement & Advocacy Programme M. Mamunni

45 UAE: Al Noor Foundation for Special Needs Children M. Mamunni

46 USA: CSR News from the Morganti Group L. Istambouli

Milestones 47 Management with Humour: CCED Anthem on YouTube Bulletin Editors

47 CCC in ASME Code Bulletin Editors

Bulletin Issue 113 | 1st Quarter 2015

Risks: A Ship in the Harbour Is Safe, But That Is Not What

FROM THE DESK OF...

Bulletin Issue 113 | 1st Quarter 2015

microtunneling works with different diameters;

Construction of Mega Reservoirs -

The contract was awarded on 19 March 2015.

C C C Bulletin Issue 113 | 1st Quarter 2015

Bulletin Issue 113 | 1st Quarter 2015

requests are correctly initiated, documented,

there is a need for

C C C Bulletin Issue 113 | 1st Quarter 2015

YES Provide alternative

Forward to Quality Mgr. Review concession request and

Forward to PCM for evaluation of Obtain input

Review concession Forward to

Bulletin Issue 113 | 1st Quarter 2015

Originator Quality Mgr. PCM Dept. MGRs Company

Inform Originator to proceed Chart 02

Forward to PCM Review Concession Request

Design input Design Authority

Flowchart Look for another

solution Disregard Recommentation 22

Meeting Forward to Customer

Ensure Customer’s Customer review process

Look for another solution Rejected Approved

Mark in red the documents affected with the Distribute according to

C C C Bulletin Issue 113 | 1st Quarter 2015

The Bridge Between the Past & a Brighter Future

”It costs less to proactively manage risk

Risk Culture and Maturity

from the past or to prepare for future threats or uncertainties.

management in all activities. As a result, the consideration of risk is inherent to

Bulletin Issue 113 | 1st Quarter 2015

Risk Culture Diagram

Management and employees do not