in search of excellence - consolidated … search of excellence at ccc we pride ourselves on the...

IN SEARCH OF EXCELLENCE

At CCC we pride ourselves on the fact that we excel in everything we do,and our heavy lift activities are a good example of this.

We have been able to develop our technical capabilities, enhance ourengineering systems, develop the skills of our staff and acquire some of thelargest fleets of heavy lift cranes in the region. Today, we are able to per-form the heaviest and most sophisticated lifts, using exclusively our in-house capabilities.

This should make us all proud and we should commend our Heavy Liftand Plant Departments which, together with all our projects, have workedtogether as a team to make this happen.

On another note, and due to the high number of new recruits, I wouldlike to urge all Project Heads to focus on training at all levels on their job-sites as this is the only way we can maintain our excellent performance inQuality, Productivity and HSE.

Samer KhouryExecutive Vice President

Operations

FROM THE DESK OF

Bulletin - 1st Quarter 2007 �1

EDITOR’S VIEW

MAILBAG

Dear loyal readers of our Bulletin:

CCC’s Heavy-Lift Unit “unveils” its capabilities andachievements in this issue’s feature section.

It may come as a surprise to many to find out what asophisticated operation Heavy-Lift has become within CCCover the last years.

So, we are pleased to have such a specialized unit withinCCC which is ranked as a “centre of excellence” rather thanjust another operational unit. Well done, PMV, Maher Kab-bani and his team.

Centres of excellence are becoming more main-streamwithin CCC. They are basically defined as formally appointedor informally accepted bodies of knowledge and experienceon a certain subject area.

We have other centres of excellence gradually cropping up atCCC. These are slowly but surely proving their direct worthand at the same time gaining visibility and greater internaldemand.

In Egypt, there is now a centre for Civil 3D Modeling andDetailing. In the UAE we have a centre for Mechanical Spool-ing. In Lebanon we have a centre for Software EngineeringExcellence that is tackling the business process engineering ofour next generation controls and workflows applications. InAthens, we are incubating a Knowledge Management & Col-laboration competency.

Expect details of these in a future Bulletin. For now, Heavy-Lift has “raised” us proud!

Nafez Husseini

Dear Bulletin Editor,

It is with great pleasurethat I advise your readers ofthe following:

At a Project Managers’monthly safety meeting onApril 4, 2007, the ACWamanagement was congrat-ulated for their high stan-dards in the field of HSE.

In fact, ACWa scored thehighest mark in safety forthe fifth week in a row,ahead of a number of well-known companies workingon the Palm JumeirahIsland.

Shams DabbaghACWa Emirates

�2 Bulletin - 1st Quarter 2007

RECENT AWARDS

Borouge 2 Ethylene Project (EU2) – UAEThe project is an EPC-based contract for an ethyl-ene plant using 5100T/D of ethane feedstock,operating with a 95% nominal service factor andproducing 1.44 MMT/yr ethylene, propylene andhydrogen.

The plant consists mainly of the furnace area com-prising seven cracking furnaces, the cracked gascompression unit, the refrigeration unit and theseparation unit.

CCC’s scope of work involves piping fabricationand erection, equipment erection, civil, steelstructure erection, buildings, painting and insula-tion, as well as electrical and instrumentationworks.

The client is Borouge – Abu Dhabi Polymers Com-pany Ltd. and the consortium leader is Linde.

The project was awarded in December 2006 andthe completion date is January 2010.

(see opposite)

Landmark Project - UAEThe works generally constitute the constructionof a mixed use tower in Abu Dhabi. It is predomi-nately for residential use rising to an overallheight of 330 meters (over 69 storeys) with fivebasement levels, retail space, office space, healthclub at level 35, restaurants at levels 64 and 65, asky garden, penthouse with canopies, externalworks and all associated works.

The total gross internal floor area is 205,000 m2.

The client is the Department of the President’sAffairs in Abu Dhabi and the project is awarded tothe joint venture CCC-Al Habtoor.

The project was awarded in February 2007 andthe construction period is 40 months.

Extension of the Quarry and AsphaltPlants - GrenadaThis is a 36 month extension, starting August2006, for the operation of the existing quarry andasphalt plants. This extension is renewable.

The client is the Government of Grenada repre-sented by the Ministry of Works, Communica-tions & Transport.

Nigeria Road ProjectsThe scope involves the reconstruction of OnitshaRoads lots A&B, total around 22km as well as thereconstruction of Awkuzu- Igbariam village roadsof 13km.

The client is the Government of Anambra State ofNigeria and the duration is 48 weeks startingAugust 2006.

Mahalapye – Kalamare Road -BotswanaThe project comprises the construction of a sec-tion of 32km of road between Mahalapye andKalamare. The projects starts in the settlement ofKalamare to the northwest of Mahalapye townand follows a south-easterly direction to link withthe Mahalapye Shoshong Road at km 32.8 plusaccess roads connecting the villages of Mmutlane(5.5km), Bonwapitse (1.1km) and Kalamare(0.8km). The work consists of earthworks,drainage culverts, two bridges and Otta seal sur-facing.

The client is the Government of Botswana; thestart date was October 23, 2006 with a projectduration of 18 months.

Mosopa River Crossings - BotswanaConstruction of two bridges over the MosopaRiver, in Moshupa Village and the second one isalong Moshupa-Lathakane West Road.

The client is the Ministry of Works and Transport,Botswana, and the consultants are AfriconBotswana.

The contract duration is eight months startingJanuary 2007.


UAE NEW ETHYLENE CRACKER

A contract signing ceremony took place at the EmiratesPalace Hotel, Abu Dhabi on February 5, 2007 for the construc-tion of a new ethylene cracker, which is considered the largestgrassroots gas cracker in the world with a capacity of 1.5 mil-lion tons per annum.

The contract was signed by the Abu Dhabi-based polymerproducer Borouge (represented by Harri Bucht, Chief Execu-tive), Linde AG (represented by Aldo Belloni, member of theexecutive board) and the undersigned.

The cracker is the first step in Borouge 2, the major expan-sion project being undertaken by the Abu Dhabi company atits production facility in Al Ruwais. The contract has beenawarded to Linde Engineering in a consortium with CCC ona lump sum turnkey basis. Preliminary work is alreadyunderway and completion scheduled for 2010.

Farid AsfourVice President, UAE & Iran

from left to right Aldo Belloni, Harri Bucht, Angela Merkel (Federal Chancellor of Germany) , Shaikha Lubna Al Qasimi (UAE Minister of theEconomy), Michael Glos (German Federal Minister for Economics and Technology), Farid Asfour

RECENT AWARDS

QUALITY MANAGEMENT


In this article we are going to cover a major aspect of the quality management system ISO 9001:2000: Product Realiza-tion and Planning.

Product RealizationProduct realization represents the heart of the quality

management system ISO-9001: 2000. Under product realiza-tion all the activities necessary to make products or provideservices are covered.

Customers require that organizations plan, in advance,w h a t

steps need to be taken to ensure that prod-ucts or services are delivered in line with thespecified requirements.

The ISO ViewIn complying with the requirements of

ISO 9001:2000 standard our organization hasdeveloped and implemented the followingmajor processes: • planning of product realization• customer related processes• design and development • purchasing• production and service provision• control of monitoring and measuring

devices. Chart 1 represents a graphic presentation of

organizational processes in line with ISO9001:2000 standard.

Major ChangeIn line with the major requirements intro-

duced in ISO 9001:2000 standard the organi-zation has to:• identify and plan what processes are

needed to produce a product or service• identify product / service requirements

including delivery and post deliveryrequirements

• effectively communicate with the cus-tomers

• evaluate the performance of suppliers• control customers’ property

Planning of Product Realization

Top management should ensure the effective and efficientoperation of realization and support processes and the associ-ated process network so that the organization has the capa-bility of satisfying its customers and interested parties.

While the realization processes result in products that addvalue to the organization, support processes are also neces-sary to the organization and add value indirectly.

CCC Principal ProcessesChart 2 represents the principal CCC processes that lead

up to and cause product realization.In simple terms, the main processes are:

• develop business plan (Business Development)• tender and contract processing (Estimation & Proposal)• design the product (PED-Task Force)• procure materials and equipment (PED-Task Force)• build the product (Project Management).

Product Realization and Planning

The biggest impact is definingthe scope, their delivery and post delivery

activities, creating a coordinated involvement ofall departments, and planning out how to oper-

ate with discipline, rather than just divingright in.

Chart 1- Product Realization - ISO 9001:2000


QUALITY MANAGEMENT

In order to build the product, it is necessary to mobilize tothe customer’s site. Before this can happen the followingmust be available:• Manpower (deployed on time, properly qualified, ade-

quately trained, motivated, organized and fit to do thejob)

• Plant and Equipment (serviced, reliable, calibrated, readyto operate)

• Materials (timely arrival, correct quantity, right type,grade, and class; inspected and accepted, ready to use).

The ISO ViewThe organization will plan and develop the processes

needed for product realization. Planning of product realiza-tion will be consistent with the requirements of the otherprocesses of the quality management system.

In planning product realization, the organization willdetermine the following, as appropriate:a) quality objectives and requirements for the productb) the need to establish processes, documents, and provide

resources specific to the productc) required monitoring, verification and validation of the

product and the criteria for product acceptanced) records needed to provide evidence that the realization

processes and resulting product meet requirements.The output of this planning shall be in a form suitable for

the organization’s method of operations.NOTE: A document specifying the processes of the quality

management system (including the product realizationprocesses) and the resources to be applied to a specific prod-uct, project or contract, can be referred to as a quality plan.

Mounir Soufyan

In order to have quality through-out the organization, we must have a guid-

ing system that is followed passionately. Mostquality programmes fail because they lack

either a system or passion, or both.

Chart 2

FEATURE


CCC has been involved in heavylifts since the 1980’s. However, the pre-sent period in time is the most chal-lenging and critical in the history ofCCC from the heavy lift point of viewas it is for other activities in the field ofconstruction. Due to market demandsand the increase in vessel dimensionsin gas, oil and petrochemical projects,the size of cranes has increased incapacity and dimension. At the sametime, they have become more user andtransport friendly. In order to keep upwith such demand, CCC owns andoperates cranes ranging from 5-1,600tons, in addition to bullish heavy liftmanpower to execute the jobs.

CranesCCC owns a total of 764 cranes con-

sisting of 378 rough terrain, 189crawlers, 110 truck-mounted and 87tower cranes. However, the cranes thatare usually involved in heavy lift erec-tion are as shown in Table One.

CCC also has a joint venture compa-ny (with Mammoet) called CCVS, on a50-50 basis of ownership for the cranesas shown in Table Two.

In the coming articles you will readabout all the heavy lift cranes hired byCCC which are summarized in TableThree, in addition to other heavy liftcranes ranging from 250-500 tons.Please note that the largest cranes inthe world are in CCC’s possession atthis time.

The latest invention is the DemagCC8800 Twin, a 3,200-ton capacitycrawler crane based upon a modulardesign concept. This modular conceptwas developed by Al Jaber Heavy Lift &Transport LLC in conjunction with Demagand the finished product will be delivered tothem later this year. The crane primarilyutilises CC8800-1 (1, 600 tons capacity)crawler crane components in a unique twinboom system design. The booms will befreely mounted onto the crawler carrier andthe components will be interconnected bythe system in order to maintain full on-sitemobility.

For optimum road mobility, thetransport width is less than 3.5 metersand all individual components weigh-

less than 60 tons.This crane is a true mobile crane that

will be maneuverable while carryingthe load and we are confident that itwill provide a comprehensive solutionto the new generation of heavy liftingrequirements. Unfortunately, thiscrane’s first job will not be for any CCCprojects but for a refinery job in Indiascheduled around September 2007.

Three departments within CCCmainly carry out the heavy lifts opera-tions.

Central Rigging Department(CRD)

Since the inception of this depart-ment in January 1995, CRD has grownfrom a small team of five people to ateam of 14 people up to 2005 and nowconsists of 32 people handling projectson CCC sites. The responsibility of thedepartment has developed from anoffice producing drawings to supportheavy lift operations, to an office

Table One

Table Two

DEMAG CC8800-1 TWIN 3,200Tons Capacity

A New Era in Heavy Lifts

Table Three

�7

FEATURE

Bulletin - 1st Quarter 2007

involved in daily opera-tions, controls and prob-lem solving of projectsin order to ensuresmooth, safe operations.It is worth mentioningthat from 1995 to 2005,CRD handled a maxi-mum of eight projects atone time. However, in2006 and 2007 the num-ber of projects hasincreased to 19 withmore than eight projectshaving a value exceed-ing US$300 million.

Rigging Department– Construction Site

Up until the year2005 we had approxi-mately eight riggingsuperintendents/supervisors distrib-uted among the projects. By 2006 thenumber rose to nearly 20. These staffmembers are usually in charge of theexecution of heavy lifts and the train-ing of riggers. In order to cope with thedemand, we currently have a multi-national workforce of superintendentsfrom the following countries: the UK,South Africa, Singapore, Azerbaijan,Pakistan, India, Sri Lanka, Philippinesand South America.

Plant Machinery Vehicles (PMV)PMV’s main responsibilities include

the hiring and training of crane opera-tors, making sure all operators have avalid operating license from govern-ment institutions as well as craneinspection and certification.

In addition to the above, a good dealof credit should go to the Mechani-cal/Equipment Department on site.

SafetyOne of the most important aspects

of any job is safety and heavy lifts areno exception. Statistics show that morethan 90% of accidents in the industryoccur on routine jobs. It is worth men-tioning that cranes do not cause acci-dents: people cause accidents and notbecause of something they do wrongbut because of something they haven’t

done at all. There are three primarycauses for accidents:• improper crane set up• disabling of safety systems• improper rigging practices.

As the majority of accidents happenin mobile cranes, supporting platesmust be used for outriggers for everylift in every circumstance. We shouldnever take lightly the need to study theground conditions and I believe thateight out of ten times the crane tipsbecause of ground conditions andinadequate preparation.

The second main cause of accidentsis when the operator disables the safe-ty system. This is usually done forthree reasons:• the crane is too small• the load is heavier than the cus-

tomer indicated• the crane set up is far (not enough

time or too lazy to reset the crane).The third cause of accidents results

from improper rigging, the wrong useof the equipment or using the wrongequipment.

The only solution is training. Insome cases and especially in heavy liftsit is not enough just to have a plan butto have a system to adjust that plan ifnecessary even if that means delaying alift to perform it safely. Better to be safethan sorry.

Based on a study carried out in May2005 related to 724 crane accidents overa six-year period, it was found that 47%of accidents were attributable to insta-bility of the load caused by riggingerrors.

For heavy lifts, we have a safety planin place in order to create anaccident/incident free environment.This plan is usually adjusted to suitclient requirements. In addition, we arecurrently working on a checklist/planto be applicable for lighter lifts.

SubcontractorsWhile going through the coming

articles, the reader might wonder whywe are mentioning each crane suppliernext to the crane! Well, this is to showthe diversity of the relationship CCC ingeneral, and CRD in particular, haswith different heavy crane suppliers. Arelationship built on trust, respect andmutual support over the years withthese subcontractors has paid positive-ly in the end, especially during 2006and 2007 when the market and mainlythe Gulf area were badly in need ofsuch cranes.

Crane contracts are finalized a longtime prior to mobilization to site. Somecontracts are short term (a minimum ofthree months) and others are long termsince they are planned for differentCCC projects. We are at a time when

FEATURE


CCC has to please the subcon-tractor and the client simultane-ously.

TechnologyTechnology in our days is

contributing to the success andthe safety of heavy lifts.

Lift plans are drawn in Auto-CAD 2D versions which giveenough information even for themost stringent standards. How-ever, 3D modeling will take uscloser to the real situation wherewe can check for obstructionsand interferences. The modelwas implemented on one of themost critical lifts that CCC willperform toward early May atRNGL project – Ruwais. We areworking with other contractorswho have developed 4D anima-

tions. The 4D animations not only show you obstructionsand interferences but also erection sequence and dates:you can virtually see the development of the projectprior to execution on site.

We are also using the Cranimax software “Crane Solu-tion Tool” for the heavy lift cranes. Cranimax is a cranesolution tool used by entering the height, the weight, thetype of crane and the radius. The software will performthe calculation to check whether the crane can do the job.In addition, it also gives you the ground bearing pressureexerted by the crane.

At this time Cranimax comes on Demag cranes and atthe same time we are working with Cranimax to checkthe possibility of including other cranes in the CCC data-base.

CCC is well ahead of many international companiesfrom an IT point of view. We hope this will be applicableto the heavy lift department soon.

In the coming articles we will share with you the expe-rience and the challenges we faced in different projectsin addition to all the records that were and are yet to bebroken. Note also that having good relations with ex-CCC employees then and who are working on theclient’s side now is paying off.

I take this opportunity to thank the higher manage-ment for entrusting this highly critical and importantaspect of construction upon us, the Central RiggingDepartment. Furthermore, I would also like to thank allthe Area Managers/Projects/Construction up to the rig-gers who helped to achieve the mammoth tasks and gaveus the confidence to plan and execute the coming chal-lenges in the future. Nothing is impossible.

Maher KabbaniManager, Heavy Lift


FEATURE

In order to benefit from the highprice of oil and to meet the worldwidesurge in demand for oil and gas, thereis a huge boom in oil and gas projects.This is clearly reflected in the numberof projects CCC is already working on.The schedule for building such hugeplants is becoming tighter and tighter.In addition, due to the large output ofthese plants, permanent process equip-ment is becoming very heavy, modulat-ed and oversized, which requiresheavy lift cranes for their installation.

This entailed a huge task in sourcingheavy lift cranes and specialized man-power for all these projects. As is thecase for manpower and equipment, themarket demand for heavy lift craneshas increased drastically which createda challenging task for the Central Rig-ging Department (CRD) team.

Executing heavy lift and equipmenterection requires a lot of planning,preparation, coordination and procure-ment of tackles such as slings, shackles,timber mats, in addition to the designand fabrication of special lifting tools.In order to fulfill the requirement of allthe projects, the proper study andplanning was carried out and all therequired material was purchasedahead of time. CCC’s investment relat-ed to the purchase of the above wassignificant.

Every project is unique and has itsown challenges, problems and require-ments. Although some heavy lifts onthese projects are already completed,we would like to share with our read-ers the problems and challenges thatCRD faced relating to the availabilityand arrangement of the necessaryheavy lift cranesto meet a projectschedule and theclient’s require-ments. Below is asummary of themajor projects,starting with theKSA Area, thenthe UAE, Qatar,Oman, Kuwaitand finallyBahrain.

KSA Area

Hawiyah Project Initially, a contract was signed with

one crane supplier for a 1,200 toncrawler crane which was also neededafter that for OL2K project in Kuwait.Due to financial problems, the suppliercancelled the crane order three monthsprior to mobilization to site and wewere forced to look for an alternative.Mammoet, the biggest heavy lift cranecompany in the world, proposed theirRK8500 (1,000 tons), but the mobiliza-tion date was late.

In the meantime, we kept close coor-dination with GHHL who did theimpossible by shuffling various cranesin their fleet to make available theirDemag CC8800 (1, 250 tons) crane for aperiod of two weeks operational at site.The crane was mobilized to site andrigged on a very tight schedule and theerection of six pieces of equipmentincluding three 491T demethanizerswas completed in only 15 days. It isworth mentioning that two sets of tim-ber mats were provided in order toshift the crane faster from one positionto the other.

The total pieces of equipment above50 tons are 91.

KGP & KPF ProjectsWe were faced with the same prob-

lem as in Hawiyah. The crane was can-celled two months prior to mobiliza-tion. We were fortunate, however, sincethe Mammoet Liebherr LR1800 cranewhich was coming to Rabigh Refinerywas mobilized earlier to completeseven major lifts at KGP prior to

mobilization to Rabigh. This reducedthe mobilization cost on each projectby half.

Due to a slight delay in the heavy lifterection at KGP, partial dress-up wasdone for three vessels. In addition, aDemag CC2500 (450 tons) from Al Jaberwas mobilized along with the DemagCC1800 (300 tons) CCC crane to com-plete the remaining heavy lifts for bothKGP and KPF. At KPF, CCC broke itsrecord for lifting of the heaviest hori-zontal equipment after completion ofthe erection of a water oil separator61m long x 6m diameter x 520 tons inweight.

The total pieces of equipment above50 tons are 143 for KGP and 27 for KPF.

Meeting Challenges and Breaking Records

491T Demethanizer – Hawiyah

520T Water Oil Separator Tandem Lift – KPF 381T Demethanizer – KGP

FEATURE


Rabigh IWSP ProjectThis is one of the most

complicated and difficultprojects. All condensers,steam drums, LP and HPheaters have to be skidded.Erection of the five sets ofturbines and generatorswill be done utilizing thegantry lift and lock system.

In order to meet thehigh loading exerted by theskidding operation, closecoordination was necessarybetween MHI and CCC toprovide the proper rein-forcement so that the load-ing is maintained on specif-ic points on the foundation.Due to the big gap in thedelivery of the same, thegantry will have to be uti-lized on site for a period offive months.

In addition, there arethree 90m stacks includinga derrick structure that willhave to be installed inpieces. Two cranes arealready mobilized to sitesupplied by Sarilar: a Demag CC2800(600 tons) and Liebherr LR1280 (280tons).


Rabigh Olefin ProjectAfter lifting the 1,780-ton Rectifier,

scheduled for early June 2007, therecord of the heaviest lifts ever per-formed by CCC will be broken. Thisproject embraces the heaviest onshoregantry crane in the world, the MSG 80

with a capacity of 3,600 tons, apartfrom the Platform Ringer Container-ized Crane (1,600 tons), the DemagCC4800-3 and the Liebherr LR1800,both 800-ton capacity cranes, and theDemag CC2500-1 (500 tons) crane. Allof the above cranes, except the CC2500-1, are Mammoet-owned.

In order to reserve such cranes, thecontract was finalized with Mammoetdirectly after the projectwas rewarded due to thehuge market demand.Much planning, coordina-tion and many con-structability meetingsbetween the CRD teamand JGC were carried outin the early stages of theproject which reflectedpositively in the executionphase.

The 15% hold up inboth civil and mechanicaluntil completion of heavylift is due to the limited

area available for maneuverability ofheavy lift crane and trailers for deliveryof the super heavy lift equipment sincethe project is completely surroundedby existing and new pipe racks.


Chevron JCP Project The equipment erection including

heavy lift is already completed, exceptfor the 165m derrick stack which is stillongoing. This project was consideredan achievement in heavy lifting sincethe equipment erection was conducted

in a very smooth and efficient way.CRD’s involvement in the initial plan-ning and the constructability meetingwith JGC reflected positively duringthe execution stage.

The main cranes involved in theheavy lifting were Mammoet’s Plat-form Ringer Heavy Duty (2,000 tons),currently in QGX, and the Al Suwaidi

Demag CC2800 (600 tons).The PLTHD was utilizedin six different locations,thanks to the advancedcrawler system suppliedwith the crane. The move-ment took approximatelyfive days.

The most critical liftwas the EB/SM splitterwhich was 88m long x8.9m diameter x 884 tonsin weight and partiallydressed up. The crane wasrigged with a 78.4m mainboom + 41.7m jib + 1,000

Boiler Panel Erection – IWSP

882T Regenerator – Rabigh

125T Transformer – IWSP 884T EB/SM Splitter – JCP

25T Flare Module at Elevation 132m - JCP


FEATURE

tons of super lift ballast with percent-age of chart capacity being 80.27. Thetailing was CC2800 which was riggedwith a 48m boom.

The CC2800 crane rigged with an84m boom plus a 72m jib has alreadycompleted the erection of module nineat an elevation of 138m. The installa-tion of the remaining two moduleswhich require the 84m boom plus an84m jib is ongoing.


UAE Area

Ruwais ProjectThe schedule for the erection of the

de-ethanizer (960 tons) and thedepropaniser (845 tons), the two majorpieces of equipment in Ruwais, is forApril 2007 and getting a super heavylift crane was a real challenge. Afterapproaching all the big companies inthe business, we were unable to securea crane. All Mammoet ringer craneswere busy and mainly working at CCCprojects.

The other option we had was to uti-lize the gantry method. After furtherstudy, it was not feasible to go with thismethod due to the additional founda-tions required which would be part ofthe permanent equipment founda-tions. We were aware that Al Jaber hadpurchased a new Demag CC8800-1crane (1,600 tons) that was still at theengineering stage and we approached

them to send us the preliminary chartcapacity.

After checking the chart and uponfinal weight confirmation from theclient, the crane was able to do the liftwith 97% of the chart capacity. Howev-er, the project requirement was lessthan 95% of the crane’s capacity.Demag was approached and after fur-ther study and calculation confirmedthat the crane capacity could beincreased by 5% on this specific load-ing condition and configuration.

Then it was time to approachthe client with this only solutionin hand. The client requestedDemag to proof load test thecrane in their factory for the 5%increase. The successful proofload test of 25% over the chartcapacity was performed in Feb-ruary 2007 and it was witnessedby Maher Kabbani along with AlJaber.

The crane will be mobilized toRuwais directly from the factoryand its first lift is scheduled formid-May. CCC placed an orderfor a similar crane and delivery isend of May 2007 (ex-works).

To be able to perform the liftutilizing the above crane, anddue to criticality of boom clear-ance and distance between boomtip and hook block, special grom-mets were ordered for each liftand a set of spreader beams isalready under fabrication. TheDemag CC2800 (600 tons) fromAl Jaber will be performing thetailing operations.

For other equipment erection,a Demag CC2200 (350-ton) cranefrom Johnson Arabia has alreadybeen mobilized and the erectionof five auxiliary boilers has beencompleted.

The total pieces of equipmentabove 50 tons are 43.

QATAR Area

QGX ProjectUpon the award of the 3LLNG’s +

AKG2 and being aware of the weight ofthe absorbers and the requirement for aminimum 2,000-ton crane to lift it, weapproached CTJV to provide us withthe ETA dates for all seven absorbers.The only cranes that can perform thelift are the MSG80 (3,600 tons) and thePlatform Ringer -PLTHD (2,000 tons)

Boom Clearance – De-ethanizer Lift

221.7T Turbine – QGX

2080T Load Test PLTHD – QGX

645T De-ethanizer – QGX

FEATURE


which are both owned by Mammoet:the crane has to be confirmed andreserved ahead of time. Upon receiptof the ETA, we approached Mammoetfor the PLTHD for a period of 18months. The contract for the PLTHDwas signed in September 2005, which is17 months prior to the crane mobiliza-tion date.

The advantage of the PLTHD is thatit is supplied with a crawler system thatenables it to travel fully rigged to dif-ferent positions. It is worth mentioningthat the PLTHD was proof load testedon site with a load of 2,080 tons. Thepicture of this enormous setup speaksfor itself.

On St. Valentine’s Day, CCC brokeits own record after the erection of the1,400-ton absorber for rain 4 utilizingthe PLTHD as the main crane and theMammoet Demag CC4800-3 as the tail-ing crane. The other absorber wasinstalled on February 23, 2007. Theother heavy lift cranes already mobi-lized are the Demag CC8800 (1,250tons) from Al Jaber which is mainlyrequired for the three flare stacks erec-tion, the Demag CC2500-1 (500 tons)CCVS owned, the Demag CC1800 (300tons) and CC1500 (275 tons) CCCowned cranes.

All heavy lifting in the Train 4process has been completed successful-ly and with the full satisfaction of theclient. We have already started theheavy lift erection for Train 5.

The total pieces of equipment above50 tons for Train 4 are more that 125. Itis worth noting that Trains 5, 6, 7 arealso underway.

RGX ProjectThe heavy lift erection in RGX

already kicked off in December 2006.The cranes already mobilized for theHL equipment erection are the CCC-owned Manitowoc M250 Maxer crane(300 tons) and the Al Jaber DemagCC2500 (450-ton) crane. Due to thedelay in mobilization of the CC8800crane from QGX because of the prob-lems we are facing with the assemblyof the flare stacks, we sourced a Lieb-herr LR1800 (800 tons) from Sarens tocater for the heavy lift and tailing of the

absorber in order not to delay the pro-ject schedule. The crane will be mobi-lized from the USA by mid-April 2007.

In addition to the above, thePLTHD, which will be required for theerection of the absorber and demetha-nizer, will be mobilized by June 2007and CCC’s new Demag CC8800-1 willbe mobilized to RGX directly from thefactory by July 2007. In order not todelay the installation of the compressorshelter, we utilized Mammoet’s gantrysystem for the erection of the

three compressors/turbine trains(N2/MR/C3). Two sets are already com-pleted.

The constructability plan and equip-ment erection schedule had alreadybeen finalized with CTJV during con-structability meetings. Close coordina-tion and planning is already going onwith Rabih Rouwadi who is handlingthe equipment erection and the heavylifting on site with CRD in Abu Dhabi.Such coordination is very important forthe smooth running of the equipmenterection, package approval, properplanning, and day-to-day coordinationwith other subcontractors.

The total pieces of equipment above50 tons for Train 6 are more than 125.To come are also Train 7 and AKG2.The start of the heavy lifting is antici-pated to be August 2007. Each of theprojects has nearly the same number ofpieces of equipment to erect.

QAPCO EP2 ProjectThis project was a real challenge for

CCC in general and CRD in particularsince execution was associated withoperations in a live plant area apart

from the work scope in new plantareas. Like any job in an existingplant, lots of stringent requirementshad to be followed and safety was ofthe utmost importance.

The problems that we faced weremainly related to the heavy lift con-ditions and demolition of existingequipment.

OMAN Area

IPMF ProjectThis project was CCC’s first EPC

mechanical project and all efforts fromthe different disciplines involved weredoubled to meet this new challenge.The project was divided into two parts:pre-shutdown and shutdown activi-ties. During pre-shutdown, three bigvessels were erected utilizing the AlJaber CC2500 crane. Two of these lifts,the naphta stabilizer (157 tons) and thenaphta splitter (122 tons) were criticaldue to the congested area where theyhad to be installed: the distancebetween the crawler edge and the fur-nace foundation was less than 0.5meters.

For the shutdown, close coordina-tion was necessary between the CRDand the project team in planning thedifferent crane mobilization dates, con-structability plan and safety issues.Separate detailed heavy lift plans wereprepared for both demolition scope

215T Turbine Installation – Gantry method – RGX

113T Dismantling Quench Tower–QAPCO EP2


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and new scope which showed the loca-tion of crane rigging/de-rigging, theassembly location of different struc-tures, the delivery of equipment andcrane location for erection/dismantlingof each piece of equipment.

During the shutdown, our riggingengineer was mobilized to site to sup-

port our rigging superintendent andthe project team. The cranes involvedwere the Liebherr LR1400/2 (450 tons)from Mammoet and the KMK6350 (350tons) and GMK6300 (300 tons) truck-mounted cranes from Sinan. The mostcritical activity was the demolition ofthe existing naphta hydrotreater split-ter (82 tons) that was to be modifiedand installed again in the new Penexarea. Due to the problem with the trail-er maneuverability and in order to save

time, we decided to pick up, travel andlift the vessel above the existing fenceand offload it directly in the Penex areawhere a 225 ton crawler crane waswaiting to perform the tailing opera-tion. (See the photo for a better under-standing of the operation.)

After completion of the modifica-tion, a Liebherr LTM1800(800 tons) truck-mountedcrane from Sinan wasmobilized for the erectionof the modified naphthahydrotreater. The biggestchallenge CCC faced onthis project was cranescheduling in order to fin-ish the activities as fast aspossible and at minimumcost.

KUWAIT Area

OL2K ProjectThe crane issue in

Hawiyah reflected negatively on OL2Ksince the same crane was requiredafter completion of Hawiyahheavy lifting. Mammoet proposedtheir Liebherr LR11350, but thecrane was stuck in the erection ofwind turbines in Germany due tobad weather conditions whichdelayed its release. After this,Mammoet proposed their RK8500(1,000 ton) crane which is at pre-sent on its way from China and isexpected to arrive in Kuwait onMarch 22.

This crane will be erecting theC3 splitter and the C2 splitter. Thecriticality of this erection is theheight of the C3 splitter which is 81meters and it weighs 345 tons. Theerection is planned for April 10.Already a good amount of equipmenthas been erected utilizing the Al HossDemag CC2800 (600 ton) crane. (Theship carrying the crane from China hasalso on board 40 convection boxes and25 heat exchangers for the same pro-ject.)

In order to cope with all the activi-ties and due to the delay in delivery ofthe convection modules, the projecthas mobilized an additional 600 ton

crane and 250 ton cranes for a period ofone and half months for offloadingequipment.

The CRD rigging engineer is alreadymobilized to site to assist the project inaddition to a rigging supervisor fromCRD who will be mobilized for a peri-od of one month from end of March 07.There will be many heavy lift activitieshappening simultaneously and theRigging Superintendent will require anassistant during that period.


BAHRAIN Area

Bapco LSDP Project Although the heaviest piece of

equipment was the 785 ton reactor, themost critical and challenging job wasthe erection of two 446 ton reactorsinside the existing plant. During theaward of the project, CCC was request-ed to install the above reactors. A sitevisit was conducted and a preliminary

130T Naptha Stabilizer – IPMF 128.6T Caustic Wash Tower – OL2K

255T Boiler – OL2K

Relocation of 61T C-8101 – IPMF


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plan was produced where the maincrane was the Mammoet CC2800 (600ton) crane and the tail crane was theCCC Demag CC1800 (300 tons).

In order to be able to transport thecranes inside the plant, JGC had to con-struct a bridge on top of existingpipelines. After getting all the informa-tion and client requirements, a detailedplan was produced. The plan includedmobilization/demobilization of thecranes, rigging/de-rigging, crane test-ing and certification, delivery position,soil bearing capacity, job safety analysisand risk assessment.

A presentation was given to Bapcoand JGC detailing the plan. Prior to therigging of the cranes, a full survey wasconducted and the crane centre alongwith the counter weight swing, tailcrane position and delivery position ofthe reactors were all reflected on site tomake sure that all obstacles have beenchecked and verified. The erection ofthe reactors was done exactly as per theplan and Bapco as well as JGC werereally impressed by this job.

For the main process plant, the AlJaber CC8800 was mobilized along withthe above-mentioned two cranes. TheCC8800 was mobilized in only onelocation where the crane performedthe erection of 13 pieces of equipment;the heaviest was the 785 ton reactor.


Planning and CoordinationMost of the CCC employees

involved with mechanical projects are

not aware of the efforts and time beingspent by the CRD team in planningand coordinating with the main con-tractors during the initial stages of aproject and the design developmentstages. Directly after the kick-off meet-ing for any project, the CRD team startscoordination and meets with the con-tractors to develop the constructabilityplan for the project, schedules andrequirements.

Upon receipt of the preliminary plotplans and underground drawings,along with a list of the equipment withweights, dimensions and ETA, a plan is

prepared showing thecrane required for eachpiece of equipment,location on site andrequired hold up forcrane access. In addi-tion, a preliminaryschedule for each cranedetailed to the equip-ment level is preparedand coordinated withthe contractor and theCCC project team.

During the equip-ment design stage, the

CRD is involved in the lifting lug, trun-nions, tailing lug dimensions and loca-tions to suit CCC standard shacklesand beams. Also, external cleats forplatform, ladder and pipe support areverified for any interference during lift-

ing operations.All equipmentdrawings aresent to us priorto the final issuefor fabrication tofinalize theabove in ordernot to face anyproblems duringthe constructionphase.

With theabove planningand coordina-tion in place, allaspects of con-struction andmainly heavy lift

will go smoothly. This can be clearlynoticed in many projects where to datewe have not had to face any problemswith any equipment erection.

Finally, I would like to thank theCRD team for their dedication, hardwork and continuous support for thedepartment and for CCC. I would liketo thank the management of the differ-ent CCC projects for their trust andsupport in the services provided by us.With the team in hand, new challengesare always welcomed.

Najib HassanCentral Rigging Department

446T Reactor – LSDP

446T Reactor Delivery - LSDP


FEATURE

The Rabigh Olefins Plant, located atRabigh City in Saudi Arabia, is consid-ered to be the most challenging projectin CCC’s history due to the enormousand varied scope of work. The maincontractor is CCC’s longterm partner,JGC Arabia, and the main client is theJV between Sumitomo Chemical andSaudi Aramco (PetroRabigh).

The initial plans for the projectincluded a major upgrade of the exist-ing 400 MBD toping refinery to includethe vacuum distillation unit, the vacu-um gas oil hydro treating unit and thealkylation/isom unit. A range of refinedproducts will be produced includingnaphtha, kerosene, gasoline, diesel and

fuel oil. Also, as thecenterpiece of theexpanded site, the pro-ject will include a higholefins fluid catalyticcracker complex inte-grated with a worldscale ethane basedcracker.

These petrochemicalderivative units willproduce a total of 2.4million ton/year ofpolyolefins in a plantarea not exceeding 0.23km2.

In addition to beingsmall in area, 1,610pieces of equipment ofvarious weights anddimensions will beinstalled. The land-mark of this projectwill be the super heavylifts equipment wheresome have been suc-cessfully erected ontotheir respective foun-dations while othersare still ongoing. TableOne lists the majorsuper heavy lifts and their relativecranes which were specially hired fromMammoet.

Due to the enormous weight ofsome equipment and its elevated foun-dation, the project has already wit-nessed the arrival of the biggestonshore crane in the world; the MSG-80, whose capacity can reach up to3,600 tons.

The MSG-80 will be utilized for erec-tion of equipment at three differentpositions where it will be assembled atthe required location and dismantledprior to shifting to the next position. Atthe first position, the reactor, regenera-tor, main fractionator and hopper,along with three pre-assembled struc-ture modules for the reactor structure,were successfully installed at a highelevation which reached 48 meters forthe reactor. In the second position, theC3/C4 stripper, splitter, and debutaniz-er will be installed during the third

week of March, 2007. The stripperwould be the highest equipment in theolefin plant with a total length of 98.6meters.

In the last position, the crane willinstall propylene rectifiers 1 and 2, theweight of each being 1,770 and 1,780tons respectively. These two heavy liftsin particular will be by far the most crit-ical and heaviest lifts ever done in thehistory of CCC heavy lifting. Theheavy lifts will take place around thesecond week of May 2007. It is worthmentioning that all the heavy lifts thatwill take place will be conducted by theCCC and Mammoet heavy lifts special-ist team.

In addition to the MSG-80, the plat-form twin ring containerized crane(PTC) with a maximum capacity of1,600 tons and previously utilized onthe Sohar Refinery Project, has alreadybeen utilized and successfully installedsix more heavy pieces of equipment as

Erection of Reactor (718T)

Erection of Main Fractionator (1090T)

Table One

Massive Lifts at Rabigh Olefin Plants Project

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per the table. Moreover, the LiebherrLR-1800 (800 tons capacity) and theDemag CC-4800-3(1,000 tons capacity)will install the tertiary separator, theorifice chamber and the LP flare knockout drum during March-May 2007 inaddition to tailing of the tandem liftspertaining to MSG-80.

Furthermore, to the above men-tioned super heavy equipment, it isworth mentioning that almost 90 lifts inthe olefin plants are in the range of 100to 280 tons; some of them are success-fully installed by the LR 1800 (800 toncapacity) and the Demag CC-2500-1(500 ton capacity) while others are stillongoing.

The accomplishment of all theheavy lifts at the Rabigh Olefin Projectrelied on the Project Management teamand Central Rigging Department

whose full support, coordination anddedication to achieve such milestoneswill reflect on this project’s success aswell as other projects.

From before the start of the project,the Central Rigging Department, withthe full support of the project manage-ment, has been closely planning andmonitoring all the activitiesrelated to their assignmentsincluding the arrangementof the required cranes, rig-ging studies and their corre-sponding tackles, and prop-er coordination between allparties involved in heavylifts.

In addition to that, Cen-tral Rigging allocated a qual-ified rigging engineer to theROP Project to manage,coordinate and supervise all

the critical lifts taking place at the siteand to make sure that smooth and safeoperations are ongoing.

Finally, it should be pointed out thatthe ROP Project lies between fourplants (one is existing and three areunder construction) and more than15% of its activities has been on holduntil after the erection of the superheavy lifts.

See the Heavy Lift Plot Plan whichshows the holding areas as well as theproject location.

Mohammad El HallakHeavy Lift Engineer

Erection of Regenerator (882T)

Erection of Demethanizer (464T)

Erection of Propylene Stripper (967T)

Erection of Reactor Structure (293T)

Erection of De-ethanizer (441.9T)

Erection of C2 Splitter (518T)

�17Bulletin - 1st Quarter 2007

FEATURE

Heavy Lift ConstructabilityPlan - ROPP

FEATURE

CCC regularly undertakes massivechallenges, some of which are pioneer-ing projects. However, rarely has thecompany faced a challenge as great asthe construction of three LNG Plants.Upon its completion, Qatar Gas II willbecome the world’s largest LNG plantboth in size and production. Naturally,heavy lifts are an integral part of thisproject as is the case in most mechani-cal projects.

In order to achieve its targets inheavy lifts and to meet the client sched-ule, the Central Rigging Department,after close coordination and planningwith CTJV, mobilized the PlatformRinger (2,000 tons), the second largestonshore crane in the world and theDemag CC 4800-3 (1,000 tons) whichare both Mammoet-owned, a DemagCC8800 (1,250 tons) from Al Jaber aswell as the Demag CC 2500-1 (500 tons)which is a brand new CCVS-ownedcrane.

Mobilizing all these large cranes at atime when there is a huge marketdemand for heavy lift cranes was amassive achievement in itself andasserts that CCC is one of the leadingcompanies in heavy lifts in the MiddleEast.

Records Broken in Heavy LiftsThe project has seen CCC break

many of its previous records. Below is alist of some of them :• The highest tonnage of erected

equipment per month wasachieved in the month of Ramadan2006, where over 6,000 tons ofequipment was erected.

• The heaviest equipment ever to beplanned and executed by CCC wasthe absorber in Train 4 whichweighed 1,475 tons, and was erect-ed on February 14, 2007. (See page23.) The absorber for Train 5, whichis identical, was erected only oneweek later.

• The heaviest load test ever carriedout by CCC was executed on Feb-ruary 11, 2007. The test was part ofthe Platform Ringer’s four-yearmandatory inspection. The total

weight lifted by the crane was2,080 tons.

• Erection is in process for the tallestflare derrick structure ever carriedout by CCC. The height of thestructure is 200 meters and it iscomposed of 13 sections, the heavi-est of which reached 100 tons.

• CCC installed the world’s largestcompressors as well as the world’slargest gas turbine. (Frame 9 byGeneral Electric).

• The highest number of liftingbeams fabricated in a single CCCproject, exceeding 50 beams of allsizes. In addition, the heaviest andlongest lifting beam ever designedby CCC was fabricated in QGII tosuit CCC’s newly purchasedgantry crane for the precast yard.

• The highest number of engineeredrigging studies and rigging sketch-es for a single project was for QatarGas Train 4, exceeding 300 riggingstudies.

Main Challenges in the ProjectFrom the very start, the issue of hav-

ing heavy cranes passing over coolingwater lines was a heated subject. Manycalculations were sent back and forth toCTJV regarding this issue. In order toprovide proper protection and for sucha project and number of heavy liftcranes, CCC purchased over 200 wood-en mats, as well as fabric

ating 60 six-meter steel mats.In some cases, however, mats were

not a suitable solution and backfillingwas required for great lengths. Themost notable was to raise the groundlevel for the passage of the Demag CC8800 by two meters above the coolingwater lines. In order to meet the manu-facturer’s specifications, the ramp didnot exceed one degree. This achieve-ment performed by our civil groupmerits a worthy mention.

Usually CCC hires a third party todo its skidding operations, especially ifthey are critical. However, because we

believed in our teamspirit, we decided toperform this activity forone of the most criticalskidding tasks. The dif-ficulty of skidding thisparticular 40-ton vesselwas because it neededto be skidded at an ele-vation over two metershigh.

To make mattersworse, the vessel hadtwo boots on the bot-tom which meant thatits skidding needed tobe performed in anunorthodox way. EvenCTJV doubted whetherCCC would go aheadwith the challenge. Asusual, CCC did every-thing possible to com-plete the task, and man-aged to put the vesselon its foundations inthe safest and most pro-fessional manner.

Installation of six


QGII: Setting New Standards in Heavy Lifts

Erection of Flare Leg

boilers in utility each weighing 365tons. These required a very strangelooking 3-dimensional lifting framesupplied by the vendor. The cranesused to install the boil-ers were the Demag CC4800-3 for boilers 1 to 4and the Demag CC8800for Boilers 5 and 6.

The flare derrickstructure in itself wasand is still a challenge.First, CCC had to iden-tify the best possibleassembly locations sothat the crane wouldnot spend time relocat-ing when erecting thedifferent sections. Oneof the most interestinglifts was that of the flarelegs which had unusualdimensions and shape.Not only were theyvery long but wereshaped like a long pyra-mid.

After many brainstorming sessionson site between the site superinten-dent, the rigging engineer, the vendoras well as input from the Central Rig-ging Department, we decided on a pro-cedure which required four cranes. Theresult of this team effort led to the safeand smooth lift of these legs.

Delivery of the absorber in Train 4required careful attention. Since theabsorber was to be delivered above avery sensitive main feeder cable, CCChad to ensure that not a single cablewas damaged. As a result, CCC calcu-lated that 16 steel mats were requiredunder the saddles of the vessel in orderto ensure the safety of these cables. Theabsorber arrived and was delivered onsite without any problems whatsoeverand as per the coordinates set by theCentral Rigging Department.

Rigging Department at the ProjectDue to the large size and complexity

of the project, the Central RiggingDepartment and project managementagreed to establish a full-time rigging

department within the project report-ing to the mechanical constructionmanager for site activities, and to theCentral Rigging Department for engi-

neering, advice and recommendations. The idea proved to be a greater suc-

cess than expected not only becausethe rigging engineers on site couldcheck physically the site conditions,but also because it led to better cooper-ation between rigging and other disci-plines.

Heavy Lift Cranes at the QGXIIProject

Platform Ringer (2,000 tons)This is an invaluable crane that CCC

has hired from Mammoet. The crewthat was sent with the crane has been akey player with CCC rigging team,sometimes offering advice regardingthe planning related to the crane. Therecord time in which they set up thecrane (two weeks) in order to make upfor the delay in the arrival of the plat-form ringer was a real milestone.

During the assembly of the platformringer, CCC and Mammoet managed tolimit road closure of the main road toonly a few hours even though the area

was extremely tight in space. The otherachievement is the relocation of thecrane from process Train 4 to Train 5 inone day only and with minimum

requirements.The platform ringer

was load tested to over 2,000tons, the first time thisparticular crane wastested with such aload. To perform thistest, 30 twenty-footcontainers werestacked on top of a spe-cially designed 1,600ton frame. The topcontainers were filledwith sand andweighed 30 tons whilethe bottom reinforcedcontainers were filledwith sand as well ascounterweight ballastfrom the differentcranes on site.

Demag CC 8800 (1,250 tons):This crane took the honours during

the month of Ramadan, where it wasthe main contributor to the 6,000 tonsof equipment installed. It performedtwo of the super lifts, including theerection of the de-ethanizer which isthe tallest vessel in the project andwhich weighed 645 tons. The crane iscurrently being utilized for the erectionof the two 200-meter flare derricks.

Demag CC 4800-3 (1,000 tons):Most of the heavy lifts for equip-

ment weighing over 100 tons were per-formed by this crane. In addition to lift-ing the two compressor strings, it liftedfour of the boilers, as well as tailing forall the super heavy lift vessels. Despitethe large amount of soil preparationrequired for this crane, its idle time inthe project has been very minimal.

Demag CC 2500-1 (500 tons):The latest addition to the CCVS fleet

has been used to install all of the inlet


FEATURE

Skidding of Feed Gas Filter Separator

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facilities as well as partially completingthe flare derrick number 2 which is also200 meters high. It is a very advancedcrane compared to CC4800. It isplanned to use it as well in Train 5 andin QCS.

Demag AC 350 (350 tons):This crane has served the project

many times by performing the lifts inremote areas as well as in congestedspaces especially in berth number 4,the sulfur storage area, the inlet facilityarea and equipment lay down.

Demag CC 1800-1 (300 tons):The busiest crane in the project, it

was installing several pieces of equip-ment on a daily basis, as well as trans-formers and heavy rotary equipment.

Demag CC 1500 (275 tons):This new model from Demag is

identical to the CC1800-1 but comeswithout the superlift. By attaching a flyjib on it we managed to install most ofthe fin fan coolers that required longreach.

Kamel KassabHeavy Lift Engineer


Erection of De-ethanizer (593.4T)

The project was the expansion of anexisting Qapco ethylene plant, with theaddition of new plant areas and de-bot-tlenecking of existing plant area includ-ing shut down activities. The construc-tion areas were divided into the newplant area, the CGC area, the sulfurarea and existing areas. The majority ofthe construction activities of the newplant, the CGC and the sulfur areaswere successfully completed prior toshutdown work, which took place inFebruary 2007.

Pre-shutdownactivities witnessedsome of the finestlifts using the CCVSDemag CC4800-1(800 tons), the Lieb-herr LR1400/2 (450tons) from Mam-moet and theDemag AC650 (650tons) truck-mount-ed crane from AlJaber. Thanks to theexpertise of theCCC heavy liftteam, a safe liftrecord wherecranes were stipu-lated to work with75% of its SWL (aQapco require-ment) wasachieved.

Due to the access limitation in thenew plant area, the CC4800-1 had tooperate at 92 meters from outside theplant area. The crane which came fromChina went through a series of prob-lems till it was rigged and load tested.The crane boom had severe dents andthe boogie wheels were seriously dam-aged.

A specialist from Holland had to bemobilized to perform repairs on theboom and jib sections. The special boo-gie wheel tyres were not available inGCC and hence another model of tyrehad to be used which could carry onlya lesser load than the designed maxi-mum counter weight load of theCC4800-1. During the rigging of the

crane in SWSL configuration, the craneagain suffered a breakdown of the PATsystem, which wasted an enormousamount of working days.

Most of the lifts in the existing plantarea were to be executed over the piperack, which had live pipe lines. Theproject’s criticality necessitated riggingstudies be prepared for loads even aslow as 5 tons.

The old plant design provided onlyvery low clearances between the crossover pipe bridges and the access roads,

which made the transport of equip-ment from the storage area to the erec-tion location a difficult task. Forinstance, the most critical equipmentinstalled inside the existing plant (aquench water tower) had to be pickedup across the bridge to enable it to betransported to the designated location.

CCC had surveyed all the pipebridges at road crossings and did athorough study to transport the equip-ment to the designated location. Someof the over-sized equipment had to beskidded due to a lack of headroom fortransporting them on trailers.

Shut down activities are critical inany plant, especially with Qapcowhere the plant is very old and did not

provide healthy room for riggingworks. Due to the access limitations todismantle the 90 ton weighing quenchtower (OLD), the Gottwald AK912(1,200 ton) truck-mounted crane fromAl Jaber had to be mobilized, to executethe lift at a radius of 73m.

The client carried out a study on theexisting lifting trunnions of the quenchtower, and the same were modifiedconsidering a maximum load of 100tons which was the anticipated load ofthe vessel during lifting. The planning

of the quench towerbecame a critical issuewith a series of issuescoming up related tothe crane itself. Afterchecking with thecrane supplier, thecrane was initiallyplanned to rig with a95.0m boom and therigging studies weresubmitted to theclient.

Later informationcame that a 95.0mboom was not avail-able for the crane sup-plied to us but wasavailable for anothermodel which wasalready scheduled foranother project inOman. Even if we

managed to arrange the boom sectionsfrom them, the LMI wouldn’t functionwith a 95.0m boom configuration. Onan urgent basis, the rigging studieswere modified to use a 89.0m boomwith a major change in the tackleusage. Most of the tackle had to bearranged from near-by CCC sites.

After finalizing the crane, CCC per-sonnel and the client conducted a visitwhere the crane was in operation andobserved several damages which hadto be rectified prior to mobilizing it tothe project. Gottwald, the manufactur-er of the crane, was no more active andthe vendor had to approach Demagwho had taken over the Gottwald com-pany. The crane supplier traced the old


FEATURE

Achieving the Impossible - The Qapco EP2 Project

Demolition of B1308 - Quench Water Separator (92T)

FEATURE

repair procedure from them and finallymanaged to repair the boom sections.

After overcoming all these hurdles,the crane was rigged and tested aheadof the project schedule and all the taskswere completed successfully. Duringthe course of lifting, the project facedsome serious engineering issues relatedto the actual weight of the equipmentto be demolished. As per the data, forlifting one of the horizontal equipmentweight data furnished by client was91.8 tons with break-up 63 tons emptyweight + 28.8 tons of tar.

After tar removal, the client con-firmed that the remaining tar was onlyabout 4 tons (which meant that thetotal lift weight was reduced by 24.8tons). But during the lift, the load cellon the crane indicated the total load as92 tons excluding the rigging gear,which raised worries related to the reli-ability of weight data based on old GAdrawings. The Qapco project teamadvised that the vessel might haveundergone major modifications andthe drawings were not updated toreflect the revised weights. As a result,the following action plan was agreedbetween Qapco, JME/COC and CCC:1. to analyze the capacity of the mod-

ified trunnions (reconfirmed as 100tons)

2. to jack up the equipment and veri-

fy the actual load on the crane3. If the total weight proved to be

above the allowed limit, eitherremove the internals or cut andremove the vessel skirt.

The result of the load verificationwas negative and the client had toremove the trays to reduce the liftweight. Even after that, the lift had tobe performed at 79% of chart capacitywith special approval from the client.

The last critical lift performed was avertical vessel weighing 16 tons, butthe location of the vessel made it themost critical lift in the plant. The roadwidth where crane had to be posi-tioned was only eight meters and onone side of the road was a pipe rackwith a lot of equipment on the otherside.

The presence of a loop crossing justnear the foundation location made itimpossible to pick up with a smallcapacity crane. The 300 ton truck-mounted crane had to be on a super liftattachment and one outrigger on oneside had to be located in between theexisting exchangers allowing thecounter weight to clear the pipe rackswhile slewing the crane.

The project experience underlinesthe need for proper analyses, field sur-veys and thorough planning where theplant is old and access is limited.

Finally, we would like to thank theproject team for their usual supportand the CRD team for their hard workand commitment to the completion ofthe job in a safe, professional and suc-cessful manner.

Pranil NambiarHeavy Lift Engineer


Demolition of C1301 – Quench Tower (113T)

Transportation of C1301 - Quench

On February 14, 2007 Qatargas suc-cessfully lifted a huge absorber columnat its LNG Train 4 project at Ras Laffan.The AGR absorber column weighingsome 1,450 tons and measuring 45.7mx 7.4m is a critical piece in an LNG pro-cessing train.

It was the largest lift of any compo-nent at the Qatargas construction siteto date. The absorber column was putin place by a 2,000-ton platform ringercrane, shipped to Qatar to speciallyperform the lifting. The lifting wasdone by Mammoet Heavy Lift andCCC.

The crane was supported by a sec-ond crane of 800 tons known as theDemag C48003.

Prior to performing the lift, thecrane was proof load tested to 2,000tons to ensure it was safe to performthe operation.

After careful planning, the platformringer crane and the Demag CC4800-3picked up the absorber in tandem fromits shipping saddles where it was keptfor several months in preparation forthe installation. The crane then slowlyhoisted the absorber into a verticalposition. The platform ringer cranesupported the full 1,450-ton load andslowly moved the absorber over itsfoundation before lowering it onto theanchor bolts. Once secured, the plat-form ringer crane released the column,completing the largest ever lift inQatargas projects.

The team on site at Qatargas did anoutstanding job to ensure that every-thing went smoothly for this majoractivity. Most importantly, the job wascompleted safely and without any losttime injuries.

James Adams, Qatargas II Chiefoperating Officer, congratulated allinvolved.

(The absorber column is a criticalpiece in an LNG processing train. Rawgas from the inlet facilities is routed toeach of the LNG process trains where itis first fed into the absorber column.Here the gas comes into contact with aspecially designed solvent to removesulphur from gas.

Once this process is done, the gasleaves the top of the absorber columnand continues through the process tothe dehydration unit prior to it becom-ing liquefied natural gas).

Qatargas II is the world’s first inte-grated full value chain LNG venture. Itinvolves the development of offshorefacilities, two liquefaction trains, LNGstorage tanks, berths, utilities, a fleet of14 LNG ships, and a receiving terminal.Qatargas II comprises two LNG trains -

Trains 4 and 5 - which will have anameplate capacity of 7.8 million tonsper annum each. These trains will beabout 50% larger than any other LNGtrain either existing or under construc-tion.

Central RiggingDepartment


FEATURE

Absorber Lift at QGXII Project - Qatar

Erection of Absorber (1475T)

EPC CORNER

Plant DesignThe Plant Engineering Department

(PED) at EPSO in Abu Dhabi is a fullyfledged CCC engineering office. Theengineering function of the EPC busi-ness, comprising a multidisciplinaryengineering team, is responsible for thedetailed design, specifications andengineering for the procurement andgeneration of all construction drawingsfor the process plant. The obligations ofthe engineering office are to design aplant that fulfils the following consid-erations:• caters to HSE requirements and

specifications• meets environmental regulations• aesthetically pleasing layout• economical installation and operat-

ing costs • safe to operate and easy to main-

tain • minimize problems during con-

struction • takes care of future expansion

needs.Coordination amongst all engineer-

ing disciplines and with client, vendorsand construction is the backbone ofthis effort.

Piping DesignPiping discipline plays a vital role in

overall plant design and coordination.Apart from weaving an aesthetic, func-tional and safe pipe work aroundequipment within the plant and to andfrom the plant, piping design takes thefollowing major activities in its fold.

Plot Plan/Equipment Layout• locations and levels of equipment• conceptualizing requirements of

structures supporting equipmentand piping

• operating and maintenance plat-forms, access ways and aisles

• lifting and handling facilities anddrop out areas

• access for fire fighting and majormaintenance equipment

• underground facilities - cable/ pipetrenches, drainage network, drainvessels and pits, and so on.

Information Data for MechanicalEquipment• nozzle orientation for vessels• equipment mounted platforms and

ladders• piping support cleats and loads• skirt, legs, saddles height• nozzle loads

Civil/Structure Information Data• pipe racks width, height and load-

ing• technological structure arrange-

ment, load, opening, insert plates/brackets

• pipe support trestles and pipesleepers

• valve pits, pits for undergroundvessels

• culverts and pipe bridges at roadcrossings

• underground piping, drainage andequipment data.

Specifications• piping material classes• valves data sheets• purchase specifications for piping

bulk and special items• insulation• painting• non-destructive testing ( NDT)• fabrication and erection of piping• testing and cleaning of piping sys-

tems

Procurement• material requisitions• vendor offers techni-

cal review• vendor data/drawing

review andapprovals

Piping layouts, iso-metrics and spooldrawings

Piping bill of materi-als

Piping flexibilityanalysis and pipesupport design

Equipment layout/plot plan is a vitaldocument that sets the stage for allother disciplines to proceed with theirwork and is to be finalized at earlyphase of the project. The following fac-tors influence the equipment layout:• process flow scheme• wind direction• topography of plant site• major equipment e.g. fired heaters,

compressors and so on, mainte-nance and safety requirements

• plant operating, maintenance andsafety philosophy

• good engineering practices, equip-ment/ facilities safe distances

• location of feed, product and inter-mediate storage, utilities and flarefacilities.After finalizing the equipment lay-

out, piping studies for various processareas, pipe racks, technology struc-tures, off sites pipe ways and tankageare taken up with the specific objectiveof deciding pipe route layouts and gen-erating information data for equip-ments and civil/structures, establishingall operation, maintenance, safety andaccess requirements. Information datathus generated is transferred to respec-tive discipline and further coordinatedthrough reviews and squad checks.

Various pieces of equipment, forexample, horizontal and vertical ves-sels, columns with internals, reactors,


Piping Design in Process Plants

Horizontal Vessel: Piping, Access Platforms & Ladders

heat exchangers, air cooled heat exchangers, fired heaters,compressors, turbines, pumps, flares, underground vessels,storage tanks, scrapper receiver/launchers and so on havetheir own typical considerations and requirements and aredealt with accordingly during piping design.

As the piping studies progress for different areas, alongwith ISD, an integrated 3D computer virtual model compris-ing of equipment, piping and structures is progressively pre-pared with available and assumed data. The model is furthersupplemented with inputs from electrical and instrumenta-tion to represent, to scale and specification; intelligent andamenable to review, reporting and walk through; a near truereplica of the plant to be. The model is updated and refinedbased on finalized drawings, vendor data, comments of walkthrough model reviews, clash check and so on.

Deliverables, for example,piping layout and isometricsdrawings, bills of materials areextracted from the 3D model.After checking conformancewith P&ID’s, equipment data,layout requirements, flexibilityanalysis for loads and stresses,piping supports requirementsand so on, the model is updatedand documents issued for con-struction.

Ashvini KumarLead Piping Engineer


EPC CORNER

3D Model: An Integrated Approachto Plant Design

Column & Exchangers

Overall View of Process Plant

The following article appeared in Ven-ture Magazine, Issue No. 11 (February 07).It is reprinted here with the kind permissionof Venture Magazine.

Thanks to the new project at As-Samra Wastewater Treatment Plant, theodours and effluent polluting its vicin-ity will soon be a thing of the past.Director Mohammad Najjar at the Min-istry of Water and Irrigation (MWI)outlined to Bilal Hijjawi (Editor-in-Chief, Venture Magazine) how the pro-ject finally became a reality.

Some of the most vital economicdevelopments pass without fanfarebecause their impact isn’t directly feltby the public. This is especially true ofthe major construction project at theAs-Samra Wastewater Treatment Plant,which expands the plant’s current pro-cessing capacity from 68,000 to 268,000cubic meters daily.

At $170 million, the new As-SamraWastewater Treatment Plant is one ofthe costliest and most advanced struc-tures ever completed in wastewaterinfrastructures in Jordan.

The plant’s commissioning startedin January 2007; it is the first stage ofphase one within a larger master planthat was optimized to serve the futurepopulation growth in the regions ofAmman and Zarqa until 2028.

The master-plan recommended atwo-phase solution for the Amman-Zarqa region. In the first phase, theplant is built to serve the public until2028 in two stages – the first stage ofwhich is As-Samra plant serving thearea until the year 2015. In the secondphase, As-Samra will be expanded andanother plant will be built to servicethe period between 2015 and 2028. Thesecond phase handles the growingwastewater load from Zarqa, Russeifaand parts of Amman.

As a cost-intensive project, findingpartners and financiers had been tricky.The deal eventually saw the light afterimplementing the Build-Operate-Transfer (BOT) financial and partner-ship model.

“In fact, it was only possible under aBOT scheme. This is the first successful

implementation of the BOT modelunder privatization in Jordan,” saysMinistry of Water and Irrigation’s(MWI) BOT Director Mohammad Naj-jar.

Long steps preceded this importantdevelopment in wastewater infrastruc-ture. As part of the first 1982 waste-water master plan, the As-SamraWastewater Stabilization Ponds (WSP)system was built in 1985 as a temporaryfacility until three plants are construct-ed in different locations in the Amman-Zarqa Basin to serve the cities ofAmman, Zarqa and Russeifa. But thedevelopment couldn’t meet Jordanianstandards for discharge of treateddomestic wastewater effluents tostreams, valleys and reservoirs.

In an attempt to remedy some of theproblems earlier on, USAID backed an$11 million programme to rehabilitateand expand As-Samra Wastewater Sta-bilization Ponds. This EmergencyShort-Term Improvement Programmedid not cover the complete plantbecause long term development plans

�26

PROJECT PROFILE


The As-Samra Wastewater Treatment Plant, Jordan

were already in the pipeline.Then, in 1998, the MWI entered into

an agreement with SWECO interna-tional. The Swedish consultancy firm,financed by a grant from the SwedishInternational Development Agency(SIDA), supplied a study detailing thedifferent financing options for imple-menting the project.

The get-go began with USAID andthe Jordanian government contribut-ing $92 million (54 percent) of the capi-tal needed to realize this expansivedevelopment – Jordan’s share amount-ed to $14 million.

The remaining equity was suppliedby the Samra Plant Company (SPC),the consortium that was awarded thetender for the contract. The interna-tional consortium brought together thecompanies of Morganti Group, SuezEnvironment and Ondeo Degremont.Morganti is an American constructioncompany that is a subsidiary of theGreece-based Consolidated Contrac-tors International Co. (CCC), thetransnational engineering and con-struction conglomerate founded bySaid Khoury and Hasib Sabbagh.

Through BOT, the SPC consortiumdesigns, builds and operates the pro-ject and then transfers its ownershipback to the government when theircontract is up in 2028. During theirperiod of operation, the treated waste-water is sold to the government, repre-sented by MWI, while the fodder andfertilizers produced by the plant areowned by SPC, which in turn retails itin the market.

According to the agreement, SPCwould also expand and upgrade thepre-treatment plant at Ain Ghazal andrefurbish the pumping station at WestZarqa. The operator would also main-tain the pumping station atHashimiyya and the main conveyorlines connecting the pre-treatmentfacilities at Ain Ghazal with As-Samra.

The contract for supervision of con-struction of all these facilities wasawarded to the association of SWECOand Engicon, a Jordanian engineeringconsulting firm.

Making a DifferenceAmman has grown much faster

than initially projected. Some unoffi-cial estimates put the population figurein Amman and Zarqa at over four mil-lion.

This growth pressured the govern-ment to implement a wider scaleupgrade to its water and wastewatergrid systems. Between 1964 and 1985,different attempts were made to con-struct a sewage grid and treatmentplants, but these couldn’t meet thegrowing needs of the urban popula-tions or environmental requirements.

Despite the several earlier upgrades,the effluent still caused environmentaland health problems, as it polluted sur-face and ground waters in its vicinity.Additionally, the low grade effluentencouraged the growth of dense algaein the dam’s lake.

Under the old As-Samra operationas well, the groundwater quality in thevicinity of the plant declined signifi-cantly. A study suggested that seepagefrom the ponds was contributing tothis pollution. Then, further investiga-tion revealed that local irrigation withthe effluent from the wadi, livestockand over-fertilization had also con-tributed to the decline.

Whatever the causes were, thewater discharge from the newadvanced facilities preempts such arecurrence. “The new plant is a solu-tion that is ideal for the environment,eliminating the possibility of pollutantsescaping into the surrounding environ-ment.”

“The new plant meets the moststringent environmental and healthstandards…it is also self-powered byhydro and bioelectricity, which is gen-erated from the byproducts producedduring the treatment processes,” saysNajjar. “Indeed, this was a long await-ed development,” he adds, smiling.

The New Plant Construction of As-Samra, tendered

in 2001, started in December 2003, andthe project was delivered on scheduleafter three years. The plant is also opti-mized to mass produce fertilizers fromsludge for use in non-human-con-

sumption agriculture.The new treatment plant’s impact is

far reaching. “The water we’re produc-ing may not be drinking quality, butsurely a safe resource for irrigation,”says Najjar, who invested 25 years ofhis career at the Ministry, overseeingthe development of many projects,with this one being the most challeng-ing and the most important.

Jordanian reuse standards, however,still ban the use of wastewater effluentin farming produce for human con-sumption. The water, he adds, can beused for the purpose of producingcrops eaten cooked, farming animalfodder, flowers and for irrigating land-scapes. It’s no secret that some farmersillegally tapped the effluent down-stream in the past to irrigate theirfarms. “The new development willnow make a difference, as it reducesthe solids and organisms in the waterdischarged according to the set Jordan-ian standards,” comments Najjar.

The plant is also designed to containall odour nuisances affecting the areassurrounding the site. Odours areextracted in different places of theplant to prevent the emission ofunpleasant smells; the upgrade alsoprovides satisfactory working condi-tions.

The facility has added an onsiteresearch centre, specially outfitted toprovide demonstration purposes foruse by the public, students and foremployee training. The centre is locat-ed inside the plant and around thecomposting areas.

SPC will also use the centre fordemonstrating the agronomic benefitsproduced by As-Samra’s bio-solids inagriculture. The As-Samra ResearchCentre will occupy over 150 hectares,offering the capacity for storing almostsix years of dried bio-solids.

A Regional Development Centre isplanned for the facility to initiate coop-eration with Jordanian Universitiesand the SUEZ Group’s global scientificresearch network.


PROJECT PROFILE

�28

AREA NEWS


Kuwait

Jordan

SUBSTATION STAFF CELEBRATIONS

CENTRAL MARKET PLACE PROJECT

For the Kuwait substations staff, there were good reasonsto celebrate Christmas, Eid Al Adha and then New Year’s Eve.

The year 2006 ended with very good, positive financialresults. There had been a record number of fifteen substationscompleted during the year. Also, the best part is that we havesigned an equal or greater number of substation projectswhich will keep us busy during the year 2007.

On the work front, the list of satisfied clients has increased.We strictly follow the CCC philosophy of paying full attentionto client requirements and meet all of their reasonabledemands.

Some former clients like Siemens have also come back aftertrying other companies in the country andgiven us very good business for the years2006/2007. The operation in UAE has beendiscontinued temporarily because of thelarge amount of work in Kuwait. However,we are receiving calls from many companiesand they are urging us to restart the substa-tion construction branch in the UAE.

However, we tried our best not to make it‘all work and no play’. The major festivalswere celebrated as ‘family day’ get-togethersby all the substation team members. On

national holidays, it was family day at Entertainment City. EidAl Fitr was celebrated at Shaab Park. Christmas was celebrat-ed by the staff in the office with a special turkey party. Theend of the year and Eid Al Adha were celebrated as a familynight out at Safir International Hotel. We are trying to ensurethat under the pressure of work, the families are not ignored.We hope they will also contribute to encouraging the head ofthe family to keep making his best efforts for the company.

Navdeep Singh Gulati

With the dawn of the year 2007, Construction Manage-ment, Amman, signed a challenging agreement with the RealEstate Company Kuwait Co., Jordan, for the construction of acomplex project – the Central Market Place at Abdali Devel-opment in the centre of Amman.

The built-up area of the project totals 275,000m2 on a sitewith an area of 32,874m2 comprising retail shops of interna-

tional brands, household amenities and goods, plus housingand an office tower of up to 27 floors above the podium. Theproject includes underground parking lots, electro-mechani-cal services and a landscaped area of 14,000m2.

The agreement was signed by His Excellency AbdelmajidKabariti on behalf of the client and Suhail Halaby on behalf ofCCC-CM, witnessed by the client’s project manager, Marwan

Abuhassan and Mustafa Adawiya ofCCC-CM Technical Support.

CM services commenced on Novem-ber 1, 2006. The duration of the CM ser-vices, starting with the assignment ofdesign and retail mix consultants togeth-er with the project construction CM ser-vices is to be 36 months from the date ofcommencement.

Congratulations to both the clientand CCC.

Matti HannaConstruction Manager

CCC-CM, Amman


AREA NEWS

USA MORGANTI AWARDS

On September 21, 2006 the Associated General Contractorsof Connecticut (CCIA) hosted their 2006 AGCIndustry Recognition Award – “Best of theBest” at the Connecticut Convention Centerin Hartford, Connecticut. Names of compa-nies were gathered from member firms of theAGC who nominated companies who theybelieved exemplify skill, integrity and respon-sibility in their business relationships andindustry interactions. AGC annually recog-nized such companies in front of their indus-try peers for their achievements and contribu-tion made to the Connecticut constructionindustry in the performance of their day-to-day business lives.

The Judges Panel as a finalist in the 2006 Associated Gen-eral Contractors of Connecticut Industry Recog-nition Awards programme recognized TheMorganti Group, Inc. and Tim Gunn, Vice Pres-ident of Operations, as one of the leading com-panies from the commercial construction indus-try who demonstrated skill, integrity andresponsibility. The Morganti Group, Inc.achieved a high level of professionalism andcompetency in the construction managementarea of expertise.

On Friday, December 15, 2006 the McGraw-Hill Companypublisher of Engineering News-Record (ENR) hosted theiryearly “New York Construction Best of 2006” breakfast at theMarriott Marquis hotel in Manhattan’s Time Square district.

The Best of 2006 jury consisting of 12 people from differentbackgrounds, disciplines, companies, and states got togetherthis September to select the top winner in their respective cat-egories. Judges reviewed submissions for more than 120 pro-jects from the New York, New Jersey, and Connecticut areas.They selected 40 winners overall from 19 categories: adaptivereuse; airport; bridge; cultural; environmental; highway androadway; hospitality;industrial; interior fit-out; mass transit; office;public works and facili-ties; rehabilitation; ren-ovation, and restora-tion; residential; retail;schools – pre-K to 12;and small projects.

The jurors chose Pro-ject of the Year Awardwinners in eight cate-gories and another 31Award of Merit win-ners. The MorgantiGroup, Inc. receivedthree Awards of Merit:Western ConnecticutState University New

Science Building Award of Merit for Higher Education; NewYork County Family Court Award of Merit for Rehabilitation,Renovation, and Restoration, and Mill River House Award ofMerit for Residential.

Jennifer KreinMarketing Coordinator

“Best of the Best”

“New York Construction Best of 2006”


AREA NEWS

Qatar RGX CONTRACTOR APPRECIATION AWARDS DINNER

On March 19, 2007, Ras Gas invited their EPC contractors,their key subcontractors and suppliers to an RGX ContractorAppreciation Awards Dinner in recognition of their contribu-tion to the successful completion of Train 5. It was completedin 28 months which is considered a world record for a plantof this size.

CCC was highly praised during the ceremony in Ras GasSenior Management’s speeches which were given by Dr.Mohamad Al Sada, Managing Director of Ras Gas; DavidMarchak, Venture Manager and Mr. Khoo, RGX Project Man-ager. We are proud to give below some extracts from thesespeeches:• CCC managed to complete Train 5 in a world record time

of 28 months, with minor punch list items and withZERO leaks.

• CCC achieved a remarkable EHS record of 22 millionman-hours with no lost time incident.

• CCC was the management’s unanimous choice for theexceptional and additional award.

• CCC successfully completed four major shutdowns with ahigh level of professionalism, with provision expertise

and resources, and without jeopardizing the progress oftheir construction scope of work, all with outstandingand remarkable records (zero LTI and zero injuries).

• CCC managed to support Ras Gas by providing, even atthe shortest notice, the required resources and expertiseto meet the difficult targets.

• Finally, CCC was wished the best of luck in completingRGXII with the company’s usual safe and professionalattitude.Ras Gas presented awards to CCC, and all other contrac-

tors and suppliers involved, in honour of their major contri-bution to the success of Ras Gas Expansion Phase I projects.In addition, awards were presented to CMS&A and CCC fortheir exceptional and extraordinary performance.

Imad KhaledProject Manager

from left to right (front): Katsuki Ninomiya (Chiyoda Site Manager); Najib Khoury; Nobuo Seki (Chiyoda President-CEO);Imad Khaled; Mohamad Jabr


AREA NEWS

UAE

Bahrain PMI 11TH INTERNATIONAL CONFERENCE

CCC exhibited at the PMI 11th International Conference,Seminars & Exhibition in Manama which took place on Feb-ruary 13-15, 2007.

Although we were faced with certain challenges due to theabsence of Moh’d Al-Haj, we, the Saudi Arabia Al Khobarmanagement team, managed to make our exhibit a success.

The photos, project handouts and gifts were sent over byManaging Office Athens to the Bahrain office and computers,screens and projector from Saudi Arabia. The booth was setup one day ahead of the exhibition.

We had visitors from a variety of companies and GCCcountries, among them Saudi Aramco, Sabic, Royal Commis-sion, Petro Rabigh, Ras Gas, Babco, Bechtel, Snamprogetti,JGC, Techint, Shaw, Nesma, Al-Suwaidi and many other con-struction companies and suppliers.

A number of these visitors subsequently called us in SaudiArabia in order to arrange further discussions with CCC.

The conference was honoured by the presence of theBahrain Minister of Works & Housing, Eng. Fahmi Bin Ali AlJowder and with presentations from SRO, Saudi Aramco,Sabic and many others.

CCC’s Hamed Amin, VP Saudi Arabia and Mazen Qad-doura, Area General Manager, attended all the conferenceand meeting events, and Mr. Amin was presented with theCCC sponsorship plaque.

Yousef HajeirProposal Leader

Hamed Amin (left) and Yousef Hajeir

The construction boom in the Middle East in general andDubai in particular is reflected in the large amount of cranesin operation in the region.

Crane companies are gearing up for new projects that willsee their equipment being used in shipping, oil and gas,tourist development and land reclamation. Mobile, crawlerand tower cranes are central to this development.

The Middle East Cranes – Driving Construction workshopwhich was organized for the first time in Dubai (at theShangri-la Hotel) on February 19-20, 2007 reflected the impor-tance of the above. Since CCC is a major player in the con-struction field in the Middle East, we were proud to be theassociate sponsors for this workshop.

The topics discussed during the workshop were crane safe-ty, government legislation, training of crane operators andsupervisors, the relationship between designers, constructorsand crane manufacturers, future markets for cranes in theMiddle East and how to meet the market demand. A total numberof 11 CCC delegates from PMV and Central Rigging Departmentfrom KSA, UAE and Qatar attended the workshop.

Representatives from local and international crane suppli-ers and manufacturers visited the CCC stand and werebriefed about CCC’s structure, operations and ongoing pro-jects.

Central Rigging Department

MIDDLE EAST CRANES CONFERENCE, DUBAI

Maher Kabbani (left) and Najib Hassan


AREA NEWS

Egypt CCC & THE AMERICAN UNIVERSITY IN CAIRO PARTNERSHIP

If you go to www.aucegypt.edu/academic/cea you will seethe CCC logo as the official sponsor of the website of the Con-struction Engineering Association at the American Universityin Cairo.

The partnership between CCC and AUC is profound andsustained by mutual interests in excellence and service to theconstruction industry. The American University in Cairoprides itself on being the first to implement an accreditedConstruction EngineeringProgramme in the regionand CCC is proud to pro-vide a home and trainingfor the graduates of the pro-gramme as well as support-ing the university in activi-ties and services it providesto the construction engi-neering students at AUC.The Construction Engineer-ing Association at the Amer-ican University in Cairopromotes a pro-activeinvolvement by both stu-dents and faculty in theConstruction EngineeringDepartment “to encourageconstruction engineering stu-dents to participate in activi-ties that will enhance theirpractical skills and serve theirneeds in the construction engi-neering discipline.” WithCCC as an official partner, the efforts of the ConstructionEngineering Department have found a niche in the construc-tion industry that bodes well for young aspiring constructionprofessionals.

“Be part of the bridge…” That was the theme of the orienta-tion on February 18, 2007 in which the CEA website waslaunched. The Blue Room in the Greek Campus of the Amer-ican University in Cairo was filled with professors, students,and dignitaries invited for the meeting to the ConstructionEngineering Association. Throughout the evening the pre-sentations from students, professors, parents and industryrepresentatives surveyed the challenges and opportunities inthe world of construction. CCC, as the CEA official sponsor,distributed brochures and CDs outlining its considerableachievements both geographically and in the range and scopeof projects, almost on cue, in response to the academic surveyof prospects awaiting the young graduates.

CCC’s association with premier academic institutionsworldwide is recognized in terms of successful projects, schol-arships, funding of research, and participation in university-academic committees to review and improve professionalprogrammes.

In a true spirit of cooperation, the students and prospec-tive graduates were challenged to consider a career and homein CCC… and CCC, in turn, was asked to participate in theprofessional/academic review currently underway at AUC ofthe mission, programme and courses of the Construction

Engineering Department. Our journey together has startedand the road ahead is promising…

The undersigned, as Sr. Programme Manager, received aplaque on behalf of CCC in recognition of our considerablesupport and service to the Construction Industry and to Con-struction Engineering at AUC. Hisham Abdul Rahman fromthe Human Resources Department applauded the spirit ofcooperation and goodwill. We look forward to the next gen-eration of professionals entering our industry.

Sam MattarContracts Manager

from left to right (foreground): Hisham Abdul Rahman (seated), SamMatter and Ahmad El-Nouri, President of CEA at AUC


TRAINING & DEVELOPMENT

A fast track training seminar was heldon December 13-16, 2006 at the SheratonHotel, Abu Dhabi, and was organized anddeveloped by the Construction Support &Quality Management Department.

This seminar was the first of its kindfor CCC.

The purpose of the seminar as out-lined by Samer Khoury was to speedilytrain and develop selected candidates,not new to CCC, who were deemedsuitable for control manager or projectmanager posts on their next assign-ment. The mission was to meet rapidchange in market demands and accord-ingly enhance CCC’s growth.

The seminar programme coveredthe topics below over three full days:

Day One:• Contracts with EP Partners & Risk

Mitigation • E/P – Coordination with Partners –

Oil & Gas• Cost Control• ClaimsDay Two:• Accounting• Law / Legal• Planning, Scheduling & Progress

Monitoring• Quality and Material• Isometric Preparation Coordination

with Engineering PartnersDay Three:• Heavy Lifts• HSE Control• Main Contract & Subcontract Manual• Project Reporting to MOA.

The seminar was conducted by CCCsenior corporate management and wasdesigned to focus on key develop-ments in the way CCC does businesstoday. The main focus was aimed attaking advantage of today’s marketattributes by building partnership rela-tions between CCC and the top EPCcontractors in the industry.

The course layout was packed withinformation given in the short timeframes available for each subject.

The selection of the participantsadded value to the programme, provid-ing different viewpoints during the timeavailable for discussion. Attendees werefrom many different CCC locations withcollective backgrounds in civil andmechanical projects varying in size frommega, big, small, remote, new locations,and so on.

A healthy exchange of ideastook place over the three days,adding an additional dimensionto the course. Having worked ongenerally mega and largemechanical projects since Ijoined CCC in 1994, I was inter-ested in hearing about projectset-ups and concerns for megacivil projects and smaller pro-jects.

In brief, the seminar was achallenge since it aimed tosqueeze in all the primaryknowledge one needs to have todevelop further within projectmanagement.

FAST TRACK TRAINING SEMINAR


TRAINING & DEVELOPMENT

When I first joined CCC as a Gradu-ate Under Development in the SoharRefinery Project (SRP) in Oman, I wasassigned to a four-month orientationprogramme, after which I was able tohandle my responsibilities as a siteengineer.

The first phase of the orientationprogramme was rotating through theSRP departments according to a pre-pared schedule which showed the timeI would spend in each department, theactivities related to each departmentand the main topics and terms I had tobe familiar with after each visit to eachof the project departments.

I had the chance to spend three tofour days in each department. Duringeach visit I was introduced to the peo-ple working in the department, spenttime with each of them in order toknow their duties and the main activi-ties in each department.

After I had finished the rotation pro-gramme, I was able to build a clear ideaof each department’s duties as well as

the links between the different depart-ments and their duties. The last stageof this phase was submitting a reportsummarizing what I had learned dur-ing that month.

The second phase of my orientationwas the assignment of a sponsor whohelped me carry out my responsibilitiesas a junior site engineer. This phaselasted for three months.

During this period I familiarizedmyself with construction related activi-ties and was submitting weekly reportsexplaining what I had learned duringeach week.

After four months of joining SRP, Iwas given my own scope as a juniorsite engineer and handled field con-struction activities at the head of a 40-people group.

During my whole stay at SRP, GUDswere attending weekly meetings withthe General Construction Manager anddiscussed what they had learned, theproblems they faced and suggestionsrelated to their orientation programme.

One of the suggestions raised in thesemeetings was offering the GUDs thechance to share and exchange whatthey had experienced through presen-tations and seminars held by each ofthem. I held a four-day seminar aboutinstrumentation and control systems,and attended three seminars conduct-ed by my fellow GUDs.

The period I spent at the SRP wasmore like a comprehensive orientationwhich has helped and prepared me tohandle my responsibilities as a siteengineer.

Hisham Al-ZeirInstrument Site Engineer

Jubail Chevron Phillips Project

TALES OF A GRADUATE UNDER DEVELOPMENT

Core elements of the subjects cov-ered

Current market conditions allow formore flexibility (in CCC’s favour) interms of tendering conditions, yet com-pletion time is more difficult to achievedue to overloaded manufacturers andengineering centres. This is a majorconsideration that calls for closeinvolvement with engineering firms atan early stage. This point in particularwas stressed by Samer Khoury andHenry Tadros and the opportunity tobe present at an engineering partner’shome offices is currently underutilized.In addition, the number one riskassessed on projects is the quantityrisk, which is a key concern that can beaddressed during extended stays atengineering centres.

The course handouts on Planning,Scheduling and Progress Monitoringessentially cover most of the major ele-ments that make up planning tools onmega projects. Only a brief definitionof planning and project monitoringwas possible during the time available.(A two-day workshop added to futureupcoming Fast Track Training courses,in particular for planning related top-ics, would be of great benefit.)

Strong emphasis was given toHealth Safety & Environment, provid-ing an actual post mortem and scenarioof problematic events. This strong mes-sage emphasizes the need to continueto make the HSE culture an integralpart of any construction site.

I sincerely believe the seminar wasa success and I would like to take thisopportunity to suggest that the course

duration be extended to include a fewworkshops, namely for applied plan-ning sessions as the information pro-vided is extremely valuable.

The seminar was concluded with alively dinner at the Sheraton Hotel,also attended by members of the seniormanagement, Hani Ali, Leon DerO-hannessian and Walid Shuhaiber.

Apart from benefiting greatly fromthe course, I was also very pleased tohave the opportunity to catch up withcolleagues with whom I have workedon previous projects in different areas.

Fouad HaddadDeputy Control Manager

HGCE Project


HEALTH, SAFETY & THE ENVIRONMENT

Award Distribution Ceremony at the Rabigh OlifenPlant Project, Saudi Arabia

CCC-ROPP was therecipient of a five millionmanhours award at a cere-mony which took place atRabigh Project on April 10,2007. (A three million man-hours award had been wona few months previously at asimilar ceremony.)

Omar Abdel Qader, Pro-ject Manager, and FathiShtaiwi, General Construc-tion Manager were there toreceive the award fromPETRORabigh Managementon completion of the fivemillion manhours withoutlost time accident.

Naeem Ahmad SubhaniHealth, Safety, Environment

& Security ManagerRabigh Olifen Plant Project

from left to right: Saad Al Dosary (President & CEO, PETRORabigh); S. Yoneda (Construction Director,PETRORabigh); Ali Abu Ali (Programme Director, PETRORabigh); Fathi Shtaiwi and Omar Abdel Qader


MILESTONES

ENGAGEMENTS ANDMARRIAGES

BIRTHS

Dunant Ponnary (JCP, Saudi Arabia) got married to Jishaon January 15, 2007. The ceremony took place in his hometown of Amballur, Trichur, Kerala, India in the presence ofall their relatives and friends.

Sanu K. Nair (IWSP Project, Saudi Arabia) and Rajasreegot married on January 29, 2007 in his hometown in Kerala,India. The happy occasion was attended by family andfriends.

Issam Dakwar (QGX II, Qatar) is happy to announce to allhis colleagues that he got engaged to be married to NadaAlnumayri on February 4, 2007 in Saida, Lebanon.

R. D. Vijay (LSDP, Bahrain) would like to announce hismarriage to B. Thairiya Lakshmi on February 22, 2007 in hishome town, Coimbatore.

Ansar E. V. (IPMF Project, Oman) and hiswife Arshida Ansar are pleased to announcethe birth of their first baby, a girl. Her nameis Riya Fathima and she was born onJanuary 16, 2007 in Thalassery, Kerala, Indiaand all the family is delighted with the newarrival.

A beautiful, cute baby girl called Halawas born on February 4, 2007 to Yehia Shi-habi (Dubai Mall Project, UAE) and SamiraElyas. She has brought great pleasure totheir lives.

Joshy George (SBD Project, Oman) and his wife Anilin are pleased toannounce the arrival of their baby boy named Edwin Joshy Thekkekara. Hewas born on November 3, 2006.

Zahi Ghantous (AWTP, Jordan) and his wife Lara proudly announce thebirth of their second baby boy, Daniel, on January 2, 2007 in Amman.

Ziauddin Ahmed (IWSP Project, Saudi Arabia) and wife Farha Ahmed arepleased to announce the birth of their first baby, a boy, named ImadAhmed. He arrived on February 1, 2007 in Mussafar Nagar, Utter Pradesh,India and all the members of the family are delighted.

Khaled Khatib (Dubai Mall Project - UAE) and Lama wish to announce thebirth of their first baby boy named Youssef on February 10, 2007 in Beirut.Khaled , Lama and their families and friends are filled with joy and happiness.

Mohamad M. Balkis (SAR, Guinea Conakry) and his wife Doha El-Hajj arepleased to announce the birth of their baby boy called Nour. He arrived onApril 8, 2007 in Dallaa Hospital, Saida, Lebanon. All the family is so happyabout his arrival.


RALLY PAPER

Abu Dhabi

Oman

Special thanks go to our sponsors, OMEIR

Travel (Abu Dhabi) and HYUNDAI (Korea) for

supplying the first prize (a trip for two to the

Grand Prix in Melbourne, Australia).

And the lucky winners were Maureen Balitaan

and Sarah Lamberte from Materials

Department, EPSO. See the photo of them

enjoying themselves in Melbourne!

Congratulations to Maureen and Sarah whowon first place in the CCC Abu Dhabi RallyPaper held on February 9, 2007.

February 2, 2007: 22 cars participated in the CCC Oman

Rally Paper. The winners were:

1st Place : Adel Assal and Mona Assal

2nd Place: George Dabbas and Rita Dabbas

3rd Place: Nina Kaakoush and Johnny Bandak.

A great big “thank you” to our sponsors NTT Travel, Oman.

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

MAILBAG . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . 1

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

QUALITY MANAGEMENTProduct Realization & Planning- Mounir Soufyan . . . . . . 4

FEATURE - Heavy LiftsNew Era in Heavy Lifts - Maher Kabbani. . . . . . . . . . . . . . 6

Meeting Challenges & Breaking Records - Najib Hassan . 9

Massive Lifts at Rabigh Olefin Plants - Moh’d El Hallak 15

QGII: New Standards in Heavy Lifts - Kamal Kassab . . . . 18

Achieving the Impossible: QAPCO EP2 - Pranil Nambiar . 21

Absorber Lift at QGXII Project - CRD . . . . . . . . . . . . . . 23

EPC CORNERPiping design in Process Plants - Ashvini Kumar . . . . . . 24

PROJECT PROFILEAs Samra Wastewater Treatment Plant - reprint . . . . . . 26

AREA NEWSKuwait: Substation Staff Celebrations - Navdeep Singh . 28

Jordan: Central Marketplace Project - Matti Hanna 28

USA: Morganti Awards - Jennifer Krein. . . . . . . . . . . . . 29

Qatar: RGX Contractor Awards Dinner - Imad Khaled . . 30

UAE: Middle East Cranes Conference - CRD . . . . . . . . . 31

Bahrain: PMI International Conference Yousef Hajeir 31

Egypt: CCC & American University, Cairo - Sam Mattar. 32

TRAINING & DEVELOPMENTFast Track Training Seminar - Fouad Haddad . . . . . . . . . 33

Tales of a GUD - Hisham Al-Zeir . . . . . . . . . . . . . . . . . . 34

HEALTH, SAFETY & THE ENVIRONMENTAward Ceremony at Rabigh Olifen - Naeem Subhani . . . . 35

MILESTONESannouncements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36

RALLY PAPER Abu Dhabi . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37

Oman . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37

EditorsSamer KhouryZuhair HaddadNafez Husseini

Damon Morrison

Public RelationsSamir Sabbagh

ProductionJeannette Arduino

Penny XenakisNick Goulas

Georgia Giannias

The BULLETIN is a publication issued at CCC

Managing Office in Athens by volunteer staff.

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

are welcome.

CCC BULLETINP.O. Box 61092

Maroussi 151 10Fax (30-210) 618-2199 or [email protected]

see The BULLETIN on line atwww.CCC.gr - News - Quarterly

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