TAWAASOL

2015, SUMMER ISSUE

THE FOUNDERS:ZEYAD ABOU AGINA, MOHAMMED AL JABER & OSAMA HADID

“ I AM PROUD OF THE GROWTH OF JEC IN THE LAST 20 YEARS AND CONFIDENT OF THE BRIGHT FUTURE AHEAD.”

Mohamed Sultan AlJaber (Chairman)

INTRODUCTIONWelcome to the second edition of Tawaasol! In this issue, we celebrate 20 successful years of AlJaber Engineering (JEC), focusing on the history of the company since its early days, showing old pictures that illustrate the growth and development of JEC from

We hope that you will enjoy reading this special edition in commemoration of our 20th Anniversary. Happy Reading!

IN THIS ISSUE

14

10

04

05

06

TRAININGLOOKING BACK

REFLECTIONS

PROJECTS

LOOKING BACK20TH ANNIVERSARY

MEET THE TEAM

01 A NOTE FROM OUR CHAIRMAN & CEO

02 THE JEC JOURNEY MEET THE TEAM

15

16

20

SAFETY FIRST

EVENTS

JEC AFFILIATES

INTRODUCTIONWelcome to the second edition of Tawaasol! In this issue, we celebrate 20 successful years of AlJaber Engineering (JEC), focusing on the history of the company since its early days, showing old pictures that illustrate the growth and development of JEC from

We hope that you will enjoy reading this special edition in commemoration of our 20th Anniversary. Happy Reading!

IN THIS ISSUE

14

10

04

05

06

TRAININGLOOKING BACK

REFLECTIONS

PROJECTS

LOOKING BACK20TH ANNIVERSARY

MEET THE TEAM

01 A NOTE FROM OUR CHAIRMAN & CEO

02 THE JEC JOURNEY MEET THE TEAM

15

16

20

SAFETY FIRST

EVENTS

JEC AFFILIATES

2015, SPRING ISSUE

A NOTE FROM OUR CHAIRMAN AND CEO

My father started AlJaber Group in 1974 as a building materials supplier with a staff of 25 people. I took over in 1980, establishing a limited liability company and, since then, we have become one of the largest construction engineering companies in Qatar by developing a number of vertical integration initiatives..

AlJaber Engineering (JEC) began as a separate subsidiary in 1995 and today, JEC has more than 12 subsidiaries and we continue to grow. I am proud of the growth

Our long history here means we know the culture of this country, we know the geography and the landscape and this intimate knowledge is one of our greatest assets as Qatar and JEC continue to grow in tandem and reach milestones. As Doha becomes one of the most modern cities in the world, we are set to continue to play a role in that development. We are proud to be part of His Highness the Emir Sheikh Tamim Bin Hamad Al Thani’s Qatar National Vision 2030 and we are fully committed to see it through and be a part of its success.

AlJaber Engineering (JEC) was born in January 1995 and we had a clear vision of where we wanted to be. In these 20 years, thanks to the hard work and commitment of each one of you, we have achieved it, and in the future we hope to achieve even more.

As a contractor, we are proud of everything that we do, and that pride carries over

We want to win jobs that other contractors would shy away from, and this has given us a competitive edge, especially because we are known for timely delivery. This reliability guarantees high-quality projects and our reputation is predicated on it.

Our involvement in the metro and the orbital highways have meant that 2014 was a great year for JEC – we won more value projects than any other contractor – international or local. We’re still active and participating in tenders and plan to

future plans for Doha have ensured that our approach remains forward thinking but rooted in local tradition. Doha can, and will, provide a high standard of

The warmness between the founding partners, their support for one another and the forward-thinking outlook, as well as the standpoint that every individual

we are today. It is important for us to continue to recognise your contribution

yourselves and your careers with JEC.

CHAIRMAN’S NOTE

CEO NOTE

MOHAMED SULTAN ALJABERChairman

OSAMA HADIDChief Executive Officer

1

“As we look forward to a challenging year ahead, I count on everyone’s commitment and enthusiasm, leading to arduous team-work and success.”

2015, SPRING ISSUE

A NOTE FROM OUR CHAIRMAN AND CEO

My father started AlJaber Group in 1974 as a building materials supplier with a staff of 25 people. I took over in 1980, establishing a limited liability company and, since then, we have become one of the largest construction engineering companies in Qatar by developing a number of vertical integration initiatives..

AlJaber Engineering (JEC) began as a separate subsidiary in 1995 and today, JEC has more than 12 subsidiaries and we continue to grow. I am proud of the growth

Our long history here means we know the culture of this country, we know the geography and the landscape and this intimate knowledge is one of our greatest assets as Qatar and JEC continue to grow in tandem and reach milestones. As Doha becomes one of the most modern cities in the world, we are set to continue to play a role in that development. We are proud to be part of His Highness the Emir Sheikh Tamim Bin Hamad Al Thani’s Qatar National Vision 2030 and we are fully committed to see it through and be a part of its success.

AlJaber Engineering (JEC) was born in January 1995 and we had a clear vision of where we wanted to be. In these 20 years, thanks to the hard work and commitment of each one of you, we have achieved it, and in the future we hope to achieve even more.

As a contractor, we are proud of everything that we do, and that pride carries over

We want to win jobs that other contractors would shy away from, and this has given us a competitive edge, especially because we are known for timely delivery. This reliability guarantees high-quality projects and our reputation is predicated on it.

Our involvement in the metro and the orbital highways have meant that 2014 was a great year for JEC – we won more value projects than any other contractor – international or local. We’re still active and participating in tenders and plan to

future plans for Doha have ensured that our approach remains forward thinking but rooted in local tradition. Doha can, and will, provide a high standard of

The warmness between the founding partners, their support for one another and the forward-thinking outlook, as well as the standpoint that every individual

we are today. It is important for us to continue to recognise your contribution

yourselves and your careers with JEC.

CHAIRMAN’S NOTE

CEO NOTE

MOHAMED SULTAN ALJABERChairman

OSAMA HADIDChief Executive Officer

1

“As we look forward to a challenging year ahead, I count on everyone’s commitment and enthusiasm, leading to arduous team-work and success.”

2

THE JEC JOURNEY20 YEARS OF JEC

Our journey began with the foundation of the company in 1995 and since then, we have developed with each new project. Twenty years later, we have built the company into the multidisciplinary business that you see today.

The growth of the company has been accomplished by the hard work and commitment of our unique team of employees, who have made the fulfilment of our vision possible through their dedication and enthusiasm.

Issue two of Tawaasol looks at the journey that JEC has been through to reach this point, along with some highlights on our present contracts and stories that focus on the direction of our future development and continuous growth.

1995 – 1999

2000 – 2005

2

THE JEC JOURNEY20 YEARS OF JEC

Our journey began with the foundation of the company in 1995 and since then, we have developed with each new project. Twenty years later, we have built the company into the multidisciplinary business that you see today.

The growth of the company has been accomplished by the hard work and commitment of our unique team of employees, who have made the fulfilment of our vision possible through their dedication and enthusiasm.

Issue two of Tawaasol looks at the journey that JEC has been through to reach this point, along with some highlights on our present contracts and stories that focus on the direction of our future development and continuous growth.

1995 – 1999

2000 – 2005

2015, SPRING ISSUE

3

THE JEC JOURNEY

2006 – 2010

2011 – 2015

2015, SPRING ISSUE

3

THE JEC JOURNEY

2006 – 2010

2011 – 2015

4

LOOKING BACKTELLING THE STORY

AlJaber Engineering (JEC) as a construction manager it was a division of AlJaber Trading and Contracting. “The manpower strength was at a maximum of 20 to 50 workers. Communication with staff was challenging as there were neither mobile phones nor emails, only pagers.”

OUR FIRST GREAT SUCCESS Winning a project with Qatar Petroleum (QP), which was QPGC at that time, was the

Speaking about the challenges faced in the early days, Nadim explains, “We did not own any equipment at that time, and we had to successfully complete the project on time with high-quality standard as it was the start of our core business with one of the most important clients in Qatar. Most of the activities such as excavation, steel structure

were subcontracted.” Another challenge that was faced at the time was meeting the client’s quality and safety requirements.

Nonetheless, the project was deemed a success and paved the way to win more projects with QP.

This propelled the introduction of procedures and policies. “We soon realised that we had to have a quality control and a safety department to develop procedures, policies and regulations in order to meet the clients’ standards and demands. We have now managed to develop our policies and procedures and

9001 in 2001. JEC is one of the very few contractors who has been awarded the ISO 9001 accreditation at that time.”

JEC AS A COMMERCIAL ENTITY“Upon the successful completion of the QP project, one of the prestigious projects that JEC was awarded was with Kahramaa in 1997,” recalls Nadim “It had a real bearing on the company’s development as it was a major turning point for us.

of equipment and formed its own manpower force.”

MILESTONE DEVELOPMENTSAfter successfully completing more projects with QP and Kahramaa, JEC was also awarded projects from Qatargas, RasGas and QASCO. A major milestone for the company, according to Amr, was winning the Qatar Chemical Company Ltd (Q-Chem) which was a 42,000 m2 warehouse turnkey project.

“The company was growing and our manpower increased, demanding bigger space and facilities. We started building in new teams into the corporate structure. In addition to the operations core team, we had a quality control department a HSE department, project control, contracts and over time, the accounts and administration department grew accordingly.”

KEY LEARNINGSWhen asked about what he has learnt throughout his journey with JEC, Nadim said, “One cannot develop and become one of the leading contracting companies without experiencing project control (planning and cost control).” Nadim also added, “I have learnt a lot about the contracting process from our CEO, Mr. Osama Hadid.”

Quality and safety of projects are the key areas of development for any successful contracting company. In this regard, JEC, with a head count of 6000 is one of the largest equipment fleets in the country and is now ISO certified, an accreditation that is updated on an annual basis.

1996 1997 1998 2000

1st project with QP

Projects with QAPCO and QAFCO

1st project with RasGas1st project with Q-Chem

Major project with Arab Poultry Company

1st project with Kahramaa

1st project with QASCO

1st project with Qatargas

AMR NADIM, EXECUTIVE MANAGER ENGINEERING, TAKES TAWAASOL THROUGH THE HISTORIC CORPORATE JOURNEY FROM 1996 ONWARDS.

AMBIKA GOPINATHAN, HEAD OF DOCUMENT CONTROL, THE VERY FIRST EMPLOYEE WHEN THE COMPANY BEGAN OPERATIONS IN 1995.

“I was the very first employee of AlJaber Engineering (JEC) back in 1995. I have been assisting Mr. Osama Hadid (CEO) with all his business initiatives from day one. We together functioned as one team and now I am happy to see JEC growing rapidly in the State of Qatar. I am privileged enough to be a part of this successful journey. As Mr. Osama always says, ‘Where there is a will; there is a way’, and to me, he sets the best example.

I wish JEC on its 20th Anniversary, heartiest congratulations and good luck to accomplish its aspirations and vision.”

4

LOOKING BACKTELLING THE STORY

AlJaber Engineering (JEC) as a construction manager it was a division of AlJaber Trading and Contracting. “The manpower strength was at a maximum of 20 to 50 workers. Communication with staff was challenging as there were neither mobile phones nor emails, only pagers.”

OUR FIRST GREAT SUCCESS Winning a project with Qatar Petroleum (QP), which was QPGC at that time, was the

Speaking about the challenges faced in the early days, Nadim explains, “We did not own any equipment at that time, and we had to successfully complete the project on time with high-quality standard as it was the start of our core business with one of the most important clients in Qatar. Most of the activities such as excavation, steel structure

were subcontracted.” Another challenge that was faced at the time was meeting the client’s quality and safety requirements.

Nonetheless, the project was deemed a success and paved the way to win more projects with QP.

This propelled the introduction of procedures and policies. “We soon realised that we had to have a quality control and a safety department to develop procedures, policies and regulations in order to meet the clients’ standards and demands. We have now managed to develop our policies and procedures and

9001 in 2001. JEC is one of the very few contractors who has been awarded the ISO 9001 accreditation at that time.”

JEC AS A COMMERCIAL ENTITY“Upon the successful completion of the QP project, one of the prestigious projects that JEC was awarded was with Kahramaa in 1997,” recalls Nadim “It had a real bearing on the company’s development as it was a major turning point for us.

of equipment and formed its own manpower force.”

MILESTONE DEVELOPMENTSAfter successfully completing more projects with QP and Kahramaa, JEC was also awarded projects from Qatargas, RasGas and QASCO. A major milestone for the company, according to Amr, was winning the Qatar Chemical Company Ltd (Q-Chem) which was a 42,000 m2 warehouse turnkey project.

“The company was growing and our manpower increased, demanding bigger space and facilities. We started building in new teams into the corporate structure. In addition to the operations core team, we had a quality control department a HSE department, project control, contracts and over time, the accounts and administration department grew accordingly.”

KEY LEARNINGSWhen asked about what he has learnt throughout his journey with JEC, Nadim said, “One cannot develop and become one of the leading contracting companies without experiencing project control (planning and cost control).” Nadim also added, “I have learnt a lot about the contracting process from our CEO, Mr. Osama Hadid.”

Quality and safety of projects are the key areas of development for any successful contracting company. In this regard, JEC, with a head count of 6000 is one of the largest equipment fleets in the country and is now ISO certified, an accreditation that is updated on an annual basis.

1996 1997 1998 2000

1st project with QP

Projects with QAPCO and QAFCO

1st project with RasGas1st project with Q-Chem

Major project with Arab Poultry Company

1st project with Kahramaa

1st project with QASCO

1st project with Qatargas

AMR NADIM, EXECUTIVE MANAGER ENGINEERING, TAKES TAWAASOL THROUGH THE HISTORIC CORPORATE JOURNEY FROM 1996 ONWARDS.

AMBIKA GOPINATHAN, HEAD OF DOCUMENT CONTROL, THE VERY FIRST EMPLOYEE WHEN THE COMPANY BEGAN OPERATIONS IN 1995.

“I was the very first employee of AlJaber Engineering (JEC) back in 1995. I have been assisting Mr. Osama Hadid (CEO) with all his business initiatives from day one. We together functioned as one team and now I am happy to see JEC growing rapidly in the State of Qatar. I am privileged enough to be a part of this successful journey. As Mr. Osama always says, ‘Where there is a will; there is a way’, and to me, he sets the best example.

I wish JEC on its 20th Anniversary, heartiest congratulations and good luck to accomplish its aspirations and vision.”

2015, SPRING ISSUE

5

“MAINTAINING THE LEAD”

REFLECTIONS

LOCAL INDUSTRYToday’s vibrant construction market has its roots in the Qatar National Vision (QNV) 2030. The four pillars of QNV 2030 includes human, social, economic and environmental development and they have collectively generated substantial growth in the construction industry and created more business for contractors. A subsequent boost came in December 2010 from Qatar’s winning the bid to host the FIFA World Cup 2022 which has created additional momentum

infrastructure programmes as well as providing the framework to facilitate development.

“I was in Dubai during that period and watched the launching of mega schemes such as Qatar Rail, the Expressway Programmes, Lusail, one after the other. These schemes are all taking a concrete shape now and, despite recent drops in global oil prices, we are intently watching the Government’s plans to spend over USD100 billion on infrastructure projects over the next decade. This will no doubt further expand the construction volume and add to the challenges in our industry.”

CHALLENGES“Among the challenges, I believe the existing capacity of the market, particularly of contractors and subcontractors,

Material supply logistics and availability of quality manpower are other challenges worth mentioning.”

volumes of work every year has stretched the capacity of the market, but at the

Tawaasol speaks to Baris Nazlim, Executive Manager, Operations at AlJaber Engineering (JEC), regarding the booming construction business in Qatar and the ways the company copes with this growing volume of business.

same time, has also led to

international contractors who entered the market attracted by the prospect of new business. This led to capacity problems but at the same time increased competition to win new projects. Contractors, consultants and employers are now expanding their resources as new players are entering the market. In parallel, we also see many new joint ventures and consortiums being created to take part in the growing volume of infrastructure projects.”

“This fast-increasing volume of construction work is affecting the current business landscape in Qatar in various ways. We increasingly observe that the market is facing serious challenges concerning material supply logistics and availability of manpower. Delays in material deliveries, especially from overseas, have become commonplace which, most of the time, require programme rescheduling to mitigate delays. There are serious dependencies on the supply of concrete, rebar and asphalt materials. On the other hand, dealing with issues concerning manpower

and staff has become part of our routine because of

quality of people at the right time and in adequate numbers.”

OPERATIONAL SUCCESS “At JEC, we exert constant emphasis on being competitive and aggressive in all categories of our business – starting from estimating, planning, designing, procuring and, of course, while executing at the jobsite – and have the required monitoring tools setup for this purpose. All our staff understand and strive towards achieving their targets which are visible and tracked as often as daily. Clearly, there is no other way of operating under the current business climate in Qatar. We constantly look for ways to be more productive and cost effective in doing our work and then raise the benchmark for achieving better results next time.”

“The fact that JEC has been awarded the largest sum of contract volume in 2014, over QAR7 billion, and that we are able to execute and deliver projects on time, demonstrate that we are coping with the challenges well.”

ACHIEVEMENTS“In my opinion, there are two major factors behind our achievement – the right corporate structure and strong commitment at the

calls for an appropriate organisational structure and the second requires team building and training.”

“JEC employs more than 10,000 people and we own the largest construction machinery

mobilise our own resources when executing the projects. In addition, we have a number

are under the JEC umbrella and collectively form a major part of our supply chain, spanning sectors as diverse as ready-mixed concrete, dewatering, road construction, trenchless excavation, supply of construction materials and equipment and more. This corporate structure gives us a distinct advantage over those companies that have to rely on others for such critical services, starting from the tendering phase until handing over projects.”

GROWTH“This year, we are celebrating our 20th anniversary. This is a long time, but as a company we are still young and acting in a market which is highly competitive and rapidly changing. Given this, our objective in the coming years is to maintain our leading position while we continue growing and diversifying our operations. This will require committed teams who can learn, develop and collaborate more. I am happy that we already have a very strong core team on which we can build on in the years to come.”

2015, SPRING ISSUE

5

“MAINTAINING THE LEAD”

REFLECTIONS

LOCAL INDUSTRYToday’s vibrant construction market has its roots in the Qatar National Vision (QNV) 2030. The four pillars of QNV 2030 includes human, social, economic and environmental development and they have collectively generated substantial growth in the construction industry and created more business for contractors. A subsequent boost came in December 2010 from Qatar’s winning the bid to host the FIFA World Cup 2022 which has created additional momentum

infrastructure programmes as well as providing the framework to facilitate development.

“I was in Dubai during that period and watched the launching of mega schemes such as Qatar Rail, the Expressway Programmes, Lusail, one after the other. These schemes are all taking a concrete shape now and, despite recent drops in global oil prices, we are intently watching the Government’s plans to spend over USD100 billion on infrastructure projects over the next decade. This will no doubt further expand the construction volume and add to the challenges in our industry.”

“Among the challenges, I believe the existing capacity of the market, particularly of contractors and subcontractors,

Material supply logistics and availability of quality manpower are other challenges

volumes of work every year has stretched the capacity of the market, but at the

speaks to Baris Nazlim, Executive Manager, Operations at AlJaber Engineering (JEC), regarding the booming construction business in Qatar and the ways the company copes with this growing volume of business.

same time, has also led to

international contractors who entered the market attracted by the prospect of new business. This led to capacity problems but at the same time increased competition to win new projects. Contractors, consultants and employers are now expanding their resources as new players are entering the market. In parallel, we also see many new joint ventures and consortiums being created to take part in the growing volume of infrastructure projects.”

“This fast-increasing volume of construction work is affecting the current business landscape in Qatar in various ways. We increasingly observe that the market is facing serious challenges concerning material supply logistics and availability of manpower. Delays in material deliveries, especially from overseas, have become commonplace which, most of the time, require programme rescheduling to mitigate delays. There are serious dependencies on the supply of concrete, rebar and asphalt materials. On the other hand, dealing with issues concerning manpower

and staff has become part of our routine because of

quality of people at the right time and in adequate numbers.”

OPERATIONAL SUCCESS “At JEC, we exert constant emphasis on being competitive and aggressive in all categories of our business – starting from estimating, planning, designing, procuring and, of course, while executing at the jobsite – and have the required monitoring tools setup for this purpose. All our staff understand and strive towards achieving their targets which are visible and tracked as often as daily. Clearly, there is no other way of operating under the current business climate in Qatar. We constantly look for ways to be more productive and cost effective in doing our work and then raise the benchmark for achieving better results next time.”

“The fact that JEC has been awarded the largest sum of contract volume in 2014, over QAR7 billion, and that we are able to execute and deliver projects on time, demonstrate that we are coping with the challenges well.”

ACHIEVEMENTS“In my opinion, there are two major factors behind our achievement – the right corporate structure and strong commitment at the

calls for an appropriate organisational structure and the second requires team building and training.”

“JEC employs more than 10,000 people and we own the largest construction machinery

mobilise our own resources when executing the projects. In addition, we have a number

are under the JEC umbrella and collectively form a major part of our supply chain, spanning sectors as diverse as ready-mixed concrete, dewatering, road construction, trenchless excavation, supply of construction materials and equipment and more. This corporate structure gives us a distinct advantage over those companies that have to rely on others for such critical services, starting from the tendering phase until handing over projects.”

GROWTH“This year, we are celebrating our 20th anniversary. This is a long time, but as a company we are still young and acting in a market which is highly competitive and rapidly changing. Given this, our objective in the coming years is to maintain our leading position while we continue growing and diversifying our operations. This will require committed teams who can learn, develop and collaborate more. I am happy that we already have a very strong core team on which we can build on in the years to come.”

LUSAIL’S SOUTH MARINA: ADDED FEATHER IN JEC’S CAPThe ongoing dredging project at Lusail’s South Marina has progressed well, consolidating a new area of expertise for AlJaber Engineering’s growing portfolio.

The South Marina project at Lusail has involved the use of deeper dredging at the access canal and the marina itself, in order to allow larger vessels to gain access. Throughout the lifecycle of the project, approximately 350,000 m3 of silt and 280,000 m3 of limestone will have been dredged.

The dredging project has required environmental considerations. Approximately 3700 m2 of sea grass is being relocated and planted in suitable locations to allow

PROJECTS

6

600,000 M3

MATERIAL TO BE DREDGED THROUGHOUT THE SOUTH MARINA PROJECT.

3,700 M2

SEA GRASS BEING RELOCATED AND PLANTED ELSEWHERE.

for the continued spawning of marine life. The Ministry of Environment is closely monitoring the sea grass relocation project.

In May 2014 when the project started, the team constructed a spoil pit for drying the dredged material before transporting it to the designated disposal areas. The marina dredging works commenced soon afterwards, but due to the unexpected amount of limestone in the marina itself, specialised resources such as barges mounted with breakers,

excavators and transport barges were deployed to carry out the dredging in the shallower water.

Despite these challenges, the team succeeded in completing the dredging works on time for the successful hosting of the

prestigious Boat Show in the marina during November 2014.

The remaining work now includes the continued replanting and monitoring of the sea grass and dredging in the areas surrounding the marina.

HUSSAIN ABUNAHLA, PROJECT MANAGER

LUSAIL’S SOUTH MARINA: ADDED FEATHER IN JEC’S CAPThe ongoing dredging project at Lusail’s South Marina has progressed well, consolidating a new area of expertise for AlJaber Engineering’s growing portfolio.

The South Marina project at Lusail has involved the use of deeper dredging at the access canal and the marina itself, in order to allow larger vessels to gain access. Throughout the lifecycle of the project, approximately 350,000 m3 of silt and 280,000 m3 of limestone will have been dredged.

The dredging project has required environmental considerations. Approximately 3700 m2 of sea grass is being relocated and planted in suitable locations to allow

PROJECTS

6

600,000 M3

MATERIAL TO BE DREDGED THROUGHOUT THE SOUTH MARINA PROJECT.

3,700 M2

SEA GRASS BEING RELOCATED AND PLANTED ELSEWHERE.

for the continued spawning of marine life. The Ministry of Environment is closely monitoring the sea grass relocation project.

In May 2014 when the project started, the team constructed a spoil pit for drying the dredged material before transporting it to the designated disposal areas. The marina dredging works commenced soon afterwards, but due to the unexpected amount of limestone in the marina itself, specialised resources such as barges mounted with breakers,

excavators and transport barges were deployed to carry out the dredging in the shallower water.

Despite these challenges, the team succeeded in completing the dredging works on time for the successful hosting of the

prestigious Boat Show in the marina during November 2014.

The remaining work now includes the continued replanting and monitoring of the sea grass and dredging in the areas surrounding the marina.

HUSSAIN ABUNAHLA, PROJECT MANAGER

2015, SPRING ISSUE

PROJECTSKAHRAMAA’S PIPELINE FOR THE MEGA RESERVOIRS

7

Winning two of the Kahramaa’s Pipeline contracts has been a major achievement for JEC.

One of the biggest projects in JEC’s history, the Kahramaa pipelines, were a big win for the company. The overall purpose of the project is to meet the increase in water demand due to continuous population growth as a result of the diverse developments in Qatar, as well as providing seven days of strategic water storage within the Kahramaa network.

The project scope incorporates the procurement, construction and testing of the ductile iron

valves of various diameters from 900 mm to 1600 mm.

Speaking about the challenges, Project Manger Ali Abu Zaid says, “Our responsibility for the project is based on the pipelines. We are working on the interconnection of the pipes between the reservoirs and the big tanks. All of the project resources belong to JEC. We are doing everything in-house. Prior to starting the excavation, JEC takes care of all safety measures and precautions – from the access road to the job site, to the workers’ safety.”

PROJECT CHALLENGESThe French market leader, Saint Gobain PAM, was awarded the supply contract

and valve materials for the project. Some of the logistical challenges therefore are directly related to procurement, such

THE CONSTRUCTION WORK INCLUDES: Trench excavation of a predominantly rock strata, with a maximum depth of 12 metres from existing ground level Pipe bedding and surround

Applying pipe corrosion protection which consists of PVC tape wrapping and heat shrinkage sleeves Construction of reinforced concrete chambers and thrust blocks Conducting initial hydraulic pressure tests for the pipelines and Supplying and laying of Fibre Optic cable ducts.

PROJECT LOCATION

CONSULTANT(S) CONTRACTOR

PIPELINE FOR MEGA RESERVOIRS. (PACKAGE A) AND (PACKAGE C)

QATAR GENERAL ELECTRICITY AND WATER CORPORATION (KAHRAMAA)

PACKAGE A – BETWEEN RAWDAT RASHED AND ABU NAKHLA PACKAGE C – BETWEEN DUKHAN ROAD AND RAWDAT RASHED

PMC – ENERGOPROJEKT ENTEL LTD. SUPERVISING CONSULTANT – HYDER CONSULTING MIDDLE EAST LTD.

ALJABER ENGINEERING COMPANY LLC

ALI ABU ZAID, PROJECT MANGER AND SITE TEAM

ordering, logistical arrangement for sea shipment, port clearance and land transportation.

Speaking about this challenge Abu Zaid highlights the importance of starting early. “The time frame for this

project is very tight. So it is important to plan our resources early. To plan ahead and get all of our resources and materials in advance, accounts for about 70 percent of getting the job completed on time.”

Abu Zaid also points out some other technical challenges with the project such as road opening (RO) permits. “When you are constructing a pipeline in the desert, which is a bit easier than doing it in the town or in the cities, we have to obtain

starting the construction.”

While it is the client that has to apply for the permit, Abu

due to the number of entities involved. Once the permit is secured, he explains, “We’ll then start applying for a

municipality. We have to get the excavation permit from the concerned municipality and

Once we have those in place we can start our scope of construction work which begins with surveying.”

2015, SPRING ISSUE

PROJECTSKAHRAMAA’S PIPELINE FOR THE MEGA RESERVOIRS

7

Winning two of the Kahramaa’s Pipeline contracts has been a major achievement for JEC.

One of the biggest projects in JEC’s history, the Kahramaa pipelines, were a big win for the company. The overall purpose of the project is to meet the increase in water demand due to continuous population growth as a result of the diverse developments in Qatar, as well as providing seven days of strategic water storage within the Kahramaa network.

The project scope incorporates the procurement, construction and testing of the ductile iron

valves of various diameters from 900 mm to 1600 mm.

Speaking about the challenges, Project Manger Ali Abu Zaid says, “Our responsibility for the project is based on the pipelines. We are working on the interconnection of the pipes between the reservoirs and the big tanks. All of the project resources belong to JEC. We are doing everything in-house. Prior to starting the excavation, JEC takes care of all safety measures and precautions – from the access road to the job site, to the workers’ safety.”

PROJECT CHALLENGESThe French market leader, Saint Gobain PAM, was awarded the supply contract

and valve materials for the project. Some of the logistical challenges therefore are directly related to procurement, such

THE CONSTRUCTION WORK INCLUDES: Trench excavation of a predominantly rock strata, with a maximum depth of 12 metres from existing ground level Pipe bedding and surround

Applying pipe corrosion protection which consists of PVC tape wrapping and heat shrinkage sleeves Construction of reinforced concrete chambers and thrust blocks Conducting initial hydraulic pressure tests for the pipelines and Supplying and laying of Fibre Optic cable ducts.

PROJECT

CLIENT

LOCATION

CONSULTANT(S) CONTRACTOR

PIPELINE FOR MEGA RESERVOIRS. (PACKAGE A) AND (PACKAGE C)

QATAR GENERAL ELECTRICITY AND WATER CORPORATION (KAHRAMAA)

PACKAGE A – BETWEEN RAWDAT RASHED AND ABU NAKHLA PACKAGE C – BETWEEN DUKHAN ROAD AND RAWDAT RASHED

PMC – ENERGOPROJEKT ENTEL LTD. SUPERVISING CONSULTANT – HYDER CONSULTING MIDDLE EAST LTD.

ALJABER ENGINEERING COMPANY LLC

ALI ABU ZAID, PROJECT MANGER AND SITE TEAM

ordering, logistical arrangement for sea shipment, port clearance and land transportation.

Speaking about this challenge Abu Zaid highlights the importance of starting early. “The time frame for this

project is very tight. So it is important to plan our resources early. To plan ahead and get all of our resources and materials in advance, accounts for about 70 percent of getting the job completed on time.”

Abu Zaid also points out some other technical challenges with the project such as road opening (RO) permits. “When you are constructing a pipeline in the desert, which is a bit easier than doing it in the town or in the cities, we have to obtain

starting the construction.”

While it is the client that has to apply for the permit, Abu

due to the number of entities involved. Once the permit is secured, he explains, “We’ll then start applying for a

municipality. We have to get the excavation permit from the concerned municipality and

Once we have those in place we can start our scope of construction work which begins with surveying.”

8

ASHGHAL: ORBITAL HIGHWAY

PROJECTS

This is a national project, which essentially encompasses a 35- km highway, linking Mesaieed to the Salwa interchange.

interchanges, which need to be reconstructed, along with all of the accompanying associated works.

Speaking animatedly about the project, Abdala Barghouti, Construction Manager, explains that the workload for the project has been divided across the different interchanges as well as

according to the scope of work, with different teams managing the utilities, the earth works and the structures. He is pleased with the diversity of the team, stating, “There are about 350 staff and another 3500 labourers on the job.”

“It is big,” Barghouti continues, “We are doing a lot of work ourselves. We have our own equipment. In fact every piece of equipment on site belongs to JEC.”

PROJECT CHALLENGES Speaking about the challenges, Barghouti explains that the highway ‘zig-zags’ around permanent gas pipes. “Navigating around the utilities and understanding how to get the right permits can be

SUCCESS FACTORS TO DATE According to Barghouti, one of the biggest success factors is the teamwork, “People work together and we can see the positive results of team

work. People here know each other, they know the system

what needs to happen and what’s not happening.”

He goes on to mention the

that can accommodate 600 staff as another success factor on the project to date. It was completed in approximately six weeks and the team appointed JEC

Green Building for this aspect of the job.

PROJECT CLIENTLOCATION CONSULTANT(S) CONTRACTOR

THE SCOPE OF WORKS INCLUDES THE DESIGN AND CONSTRUCTION OF: lanes separated by 2x2 truck lanes 25km of side roads at five locations, with four to eight lanes in each direction

Five grade-separated interchanges and all related cross roads and ramps

Cross road/pedestrian and bicycle paths with the appropriate overpass structures Service structures including underpasses, culverts, retaining walls, pump stations, substations, drainage structures, tanks, and gantries Street lighting and bridge underpass lighting works Storm water drainage system Water supply network Electrical network Telephone and communication networks Utilities protection works, landscaping, hardscape and irrigation works

NEW ORBITAL HIGHWAY – PACKAGE 3

Salwa Rd to Messaid Town

ASHGHAL KBR AND AECOM

JOINT VENTURE (JV) BETWEEN ALJABER ENGINEERING (JEC) AND LISHTON CONTRACTI NG

KHALED ABU HASAN, JV, OPERATIONS MANAGER AND SITE TEAM

8

ASHGHAL: ORBITAL HIGHWAY

PROJECTS

This is a national project, which essentially encompasses a 35- km highway, linking Mesaieed to the Salwa interchange.

interchanges, which need to be reconstructed, along with all of the accompanying associated works.

Speaking animatedly about the project, Abdala Barghouti, Construction Manager, explains that the workload for the project has been divided across the different interchanges as well as

according to the scope of work, with different teams managing the utilities, the earth works and the structures. He is pleased with the diversity of the team, stating, “There are about 350 staff and another 3500 labourers on the job.”

“It is big,” Barghouti continues, “We are doing a lot of work ourselves. We have our own equipment. In fact every piece of equipment on site belongs to JEC.”

PROJECT CHALLENGES Speaking about the challenges, Barghouti explains that the highway ‘zig-zags’ around permanent gas pipes. “Navigating around the utilities and understanding how to get the right permits can be

SUCCESS FACTORS TO DATE According to Barghouti, one of the biggest success factors is the teamwork, “People work together and we can see the positive results of team

work. People here know each other, they know the system

what needs to happen and what’s not happening.”

He goes on to mention the

that can accommodate 600 staff as another success factor on the project to date. It was completed in approximately six weeks and the team appointed JEC

Green Building for this aspect of the job.

PROJECT CLIENTLOCATION CONSULTANT(S) CONTRACTOR

THE SCOPE OF WORKS INCLUDES THE DESIGN AND CONSTRUCTION OF: lanes separated by 2x2 truck lanes 25km of side roads at five locations, with four to eight lanes in each direction

Five grade-separated interchanges and all related cross roads and ramps

Cross road/pedestrian and bicycle paths with the appropriate overpass structures Service structures including underpasses, culverts, retaining walls, pump stations, substations, drainage structures, tanks, and gantries Street lighting and bridge underpass lighting works Storm water drainage system Water supply network Electrical network Telephone and communication networks Utilities protection works, landscaping, hardscape and irrigation works

NEW ORBITAL HIGHWAY – PACKAGE 3

Salwa Rd to Messaid Town

ASHGHAL KBR AND AECOM

JOINT VENTURE (JV) BETWEEN ALJABER ENGINEERING (JEC) AND LISHTON CONTRACTI NG

KHALED ABU HASAN, JV, OPERATIONS MANAGER AND SITE TEAM

2015, SPRING ISSUE

PROJECTS

9

Gold line Metro Underground: ALYSJ, a joint venture between Aktor S.A, Larsen and Toubro, Yapi Merkezi, STFA and JEC.

THE LAUNCH

TOP MANAGEMENT OF Q-RAIL AND ALYSJ-JV

Mr. Osama Hadid, AlJaber Engineering (JEC) CEO, along with the JV partners, participated in the inauguration

Boring Machine (TBM), Al Sharq at Ras Abu Aboud station on February 22, 2015.

The excitement was palpable among the JV partners and the team. Senior management teams of the JV partners and Qatar Rail visited the site and attended a progress presentation. To conclude the site visit, they all moved to the launch point to see the TBM turning.

TUNNEL BORING OPERATION HAS STARTED

OSAMA HADIDChief Executive Officer

BARIS NAZLIM reganaM evitucexE

-Operations Civil

Today marks a major milestone on the metro Gold Line. The launch

TBMs signals the start of the tunnel boring operation. ALYSJ-JV team is very excited to

and we all look forward to accomplishing the targeted launch dates on all six TBMs.

During the past few months, our project team has spent a tremendous amount of effort on shoring, dewatering and evacuating to ensure TBM assembly works are carried out in line with the TBM launch deadline. It is very pleasing to see that those efforts have come

2015, SPRING ISSUE

PROJECTS

9

Gold line Metro Underground: ALYSJ, a joint venture between Aktor S.A, Larsen and Toubro, Yapi Merkezi, STFA and JEC.

THE LAUNCH

TOP MANAGEMENT OF Q-RAIL AND ALYSJ-JV

Mr. Osama Hadid, AlJaber Engineering (JEC) CEO, along with the JV partners, participated in the inauguration

Boring Machine (TBM), Al Sharq at Ras Abu Aboud station on February 22, 2015.

The excitement was palpable among the JV partners and the team. Senior management teams of the JV partners and Qatar Rail visited the site and attended a progress presentation. To conclude the site visit, they all moved to the launch point to see the TBM turning.

TUNNEL BORING OPERATION HAS STARTED

OSAMA HADIDChief Executive Officer

BARIS NAZLIM reganaM evitucexE

-Operations Civil

Today marks a major milestone on the metro Gold Line. The launch

TBMs signals the start of the tunnel boring operation. ALYSJ-JV team is very excited to

and we all look forward to accomplishing the targeted launch dates on all six TBMs.

During the past few months, our project team has spent a tremendous amount of effort on shoring, dewatering and evacuating to ensure TBM assembly works are carried out in line with the TBM launch deadline. It is very pleasing to see that those efforts have come

10

ESTIMATION: TEAMWORK AT PLAY

MEET THE TEAM

The Estimation Department has gone through boisterous times since the awarding of the FIFA World Cup 2022 to Qatar. “The stringent market conditions forced AlJaber Engineering (JEC) to price as many tenders as possible in order to secure continuity and

plummeting, the need for more projects arose, thus compelling the Estimation Department to exert extra efforts to meet the newly set technical standards and the currently low project budgets.” Despite the market adversities, JEC’s Estimation

Department has been able to turn these efforts into winning bids, playing a pivotal role in moving JEC into a construction company of QAR2 billion plus annual turnover. “We have a great team!” states Haddad, “dedicated, challenge conscious

and eager for success. Communication awareness amongst team members, a meticulous interpretation of client requirements in order to submit a successful bid and the addition of our procurement section have been the key factors in the department’s achievement.”

CARLOS HADDAD, ESTIMATION MANAGER.

CARLOS HADDAD

Despite the market adversities, JEC’s Estimation Department has been able to turn these efforts into winning bids, playing a pivotal role in moving JEC into a construction company of QAR2 billion plus annual turnover

10

ESTIMATION: TEAMWORK AT PLAY

MEET THE TEAM

The Estimation Department has gone through boisterous times since the awarding of the FIFA World Cup 2022 to Qatar. “The stringent market conditions forced AlJaber Engineering (JEC) to price as many tenders as possible in order to secure continuity and

plummeting, the need for more projects arose, thus compelling the Estimation Department to exert extra efforts to meet the newly set technical standards and the currently low project budgets.” Despite the market adversities, JEC’s Estimation

Department has been able to turn these efforts into winning bids, playing a pivotal role in moving JEC into a construction company of QAR2 billion plus annual turnover. “We have a great team!” states Haddad, “dedicated, challenge conscious

and eager for success. Communication awareness amongst team members, a meticulous interpretation of client requirements in order to submit a successful bid and the addition of our procurement section have been the key factors in the department’s achievement.”

CARLOS HADDAD, ESTIMATION MANAGER.

CARLOS HADDAD

Despite the market adversities, JEC’s Estimation Department has been able to turn these efforts into winning bids, playing a pivotal role in moving JEC into a construction company of QAR2 billion plus annual turnover

2015, SPRING ISSUE

11

PLANT MACHINERY AND VEHICLES: A VITAL BUSINESS FUNCTION

MEET THE TEAM

Due to the numerous different projects awarded to AlJaber Engineering (JEC), 2014 was an extremely exciting period for the PMV Department. With an excess of 2700 pieces of plant, machinery and vehicular equipment in

ton trenchers through to hand-held rock breakers, the variety of equipment means the company can provide the correct “tools” for the job. According to Peter Dudley, PMV Manager, “The PMV facility is a key support facility for the sites.”

The department has exceeded 2,500 employees and there is a further 400 employees who have recently been recruited

Peter Dudley: PMV Manager Lukas Du Plessis: Support Services Manager Dergham Tougan: Supply Chain Manager Ahmad Ali Ahmad: Site Operations Manager (Projects 341, 345, 355, 361, 364 and 367)Sathish Somasundaram: Transportation Manager Deepak Kumar: Head of Field Services (Projects 322, 337, 347, 349, 356 and 360)

Dudley explains, “We provide the people to operate the equipment and supply the maintenance people to keep the equipment running.”

The department was recently restructured and decentralised

support facility. Explaining the rationale behind this, Dudley says, “Until recently, we were controlling the sites from one central point, trying to manage them remotely,

of ongoing projects. Instead, now we have a team on every site.” This provides the coverage and focus to ensure higher availability and utilisation of equipment, according to Dudley.

PMV TEAM

LUCAS DU PLESSIS AND HIS TEAM:

registration and insurance to allocating equipment across the different sites, maintaining them and looking after the running costs. HR, IT, safety and security also fall under their reach.

DERGHAM TOUGAN AND HIS TEAM: They look after the supply chain – procurement, logistics and warehousing – and work closely with the suppliers.

SATHISH SOMASUNDARAM AND HIS TEAM:

people or fuel – within Qatar.

RAJAN ABRAHAM: One of the oldest employees in the company. Abraham takes care of allocating equipment to the different projects. He manages all the equipment operators.

support facility has also been re-organised to ensure a safe

project-based teams.

600 pieces of equipment and disposing of much of the older equipment was a big challenge in 2014. The PMV monthly turnover has more than doubled, demonstrating the hard work and dedication that the team has shown. The maintenance strategy has been transformed from a reactive approach to a proactive one by providing

manpower, conducting machine inspections, ensuring that fast-moving parts are stocked, both onsite and in the central warehouse. With this system all the equipment and support staff are managed

Costs have also reduced, transforming the department into a more sustainable business function. The department’s goal is to provide equipment with the highest productivity, above 90 percent mechanical availability and at the lowest possible cost helping to ensure that JEC will continue to deliver projects successfully.

HITACHI EXCAVATORS

2015, SPRING ISSUE

11

PLANT MACHINERY AND VEHICLES: A VITAL BUSINESS FUNCTION

MEET THE TEAM

Due to the numerous different projects awarded to AlJaber Engineering (JEC), 2014 was an extremely exciting period for the PMV Department. With an excess of 2700 pieces of plant, machinery and vehicular equipment in

ton trenchers through to hand-held rock breakers, the variety of equipment means the company can provide the correct “tools” for the job. According to Peter Dudley, PMV Manager, “The PMV facility is a key support facility for the sites.”

The department has exceeded 2,500 employees and there is a further 400 employees who have recently been recruited

Peter Dudley: PMV Manager Lukas Du Plessis: Support Services Manager Dergham Tougan: Supply Chain Manager Ahmad Ali Ahmad: Site Operations Manager (Projects 341, 345, 355, 361, 364 and 367)Sathish Somasundaram: Transportation Manager Deepak Kumar: Head of Field Services (Projects 322, 337, 347, 349, 356 and 360)

Dudley explains, “We provide the people to operate the equipment and supply the maintenance people to keep the equipment running.”

The department was recently restructured and decentralised

support facility. Explaining the rationale behind this, Dudley says, “Until recently, we were controlling the sites from one central point, trying to manage them remotely,

of ongoing projects. Instead, now we have a team on every site.” This provides the coverage and focus to ensure higher availability and utilisation of equipment, according to Dudley.

PMV TEAM

LUCAS DU PLESSIS AND HIS TEAM:

registration and insurance to allocating equipment across the different sites, maintaining them and looking after the running costs. HR, IT, safety and security also fall under their reach.

DERGHAM TOUGAN AND HIS TEAM: They look after the supply chain – procurement, logistics and warehousing – and work closely with the suppliers.

SATHISH SOMASUNDARAM AND HIS TEAM:

people or fuel – within Qatar.

RAJAN ABRAHAM: One of the oldest employees in the company. Abraham takes care of allocating equipment to the different projects. He manages all the equipment operators.

support facility has also been re-organised to ensure a safe

project-based teams.

600 pieces of equipment and disposing of much of the older equipment was a big challenge in 2014. The PMV monthly turnover has more than doubled, demonstrating the hard work and dedication that the team has shown. The maintenance strategy has been transformed from a reactive approach to a proactive one by providing

manpower, conducting machine inspections, ensuring that fast-moving parts are stocked, both onsite and in the central warehouse. With this system all the equipment and support staff are managed

Costs have also reduced, transforming the department into a more sustainable business function. The department’s goal is to provide equipment with the highest productivity, above 90 percent mechanical availability and at the lowest possible cost helping to ensure that JEC will continue to deliver projects successfully.

HITACHI EXCAVATORS

12

“I started as a cashier for the company in 2001 and, I am now the Chief Accountant. This was my

is good for professional stability to remain with the same company – we feel we are part of a family here.” “Before I became Chief Accountant I worked across some of the AlJaber Engineering (JEC) subsidiaries as an accounts manager, gaining experience. Over the years, we have developed how we work, improved our staff through training and the company reporting systems

matching the highest international standards.”

LONG-SERVING EMPLOYEES

FINANCING THE SUCCESSMohammed Khair, Executive Manager Finance, talks to Tawaasol about his initial experiences with AlJaber Engineering (JEC) and how the finance department has developed since he joined in 2013.

Mohammed Khair joined the company at a time when contractors were not really busy followed by a period when many contracts were awarded at the same time. “However, we at JEC were always preparing for the expected new awards,” he says.

“It was very important to

review the capabilities and

team, to make sure that we are ready to handle the amount of jobs expected to be awarded to

of my teams performance.”

It was also very important to strengthen our connections with local banks and starting new relations with different banks in Qatar in order to

needed for the new projects.

The Finance Department succeeded in securing excellent

“The rates we got were very competitive compared to what is prevalent in the market. That of course contributed to the margin of the project,

Mohammed believes that one of the greatest

department is managing the

lots of projects going on simultaneously and the payment process cycle is longer than the commitments that you have to pay out which make

having access to credit lines very important,” he says. In order to manage this, JEC has been

successful in rescheduling a major loan repayment in 2014. Mohammed, evidently proud of this achievement, notes that the deal has now been nominated for an award as the deal of the year by Standard Chartered Bank.

He is also quick to commend the accounting team, which succeeded in implementing a paperless archiving system in 2014. “It’s a scanning system where every accounting document is easily referenced. This is a very time-saving

functions,“ he comments.

Returning to the topic of cash

notes that this was a big achievement for the company in 2014. “We’re growing at great speed and we have many more projects than in previous years and those projects need

operate. It made sense to buy that equipment. Last year we added more than QAR200 million worth of assets, which was secured through bank loans with preferential rates.”

WHAT’S NEXT?Speaking about the role that the Finance Department plays in the organisational success at JEC, Mohammed is quick to concede there is a lot more that can be done. “We’re trying

to improve on the corporate governance structures and the day-to-day operations. We

but we still have a window of improvement where we can

really add even more value and we are currently developing the controls which will be put into place.”

“2014 WAS THE YEAR OF JEC. WE WERE THE HIGHEST AWARDED CONTRACTOR IN 2014.”

“I have been with AlJaber Engineering (JEC) for 18 years. It is the challenging nature of my job which keeps me committed and interested. An added factor is support from the management that allows us to do whatever we need to get our job done. One thing I have learnt professionally is: people will innovate to solve problems if they are convinced by the value of the work they are doing and are committed to it.”

MEET THE TEAM

,HEDAAS .M REESIAT CHIEF ACCOUNTANT

THAER ABU SHAIKHA, ACCOUNTS MANAGER

12

“I started as a cashier for the company in 2001 and, I am now the Chief Accountant. This was my

is good for professional stability to remain with the same company – we feel we are part of a family here.” “Before I became Chief Accountant I worked across some of the AlJaber Engineering (JEC) subsidiaries as an accounts manager, gaining experience. Over the years, we have developed how we work, improved our staff through training and the company reporting systems

matching the highest international standards.”

LONG-SERVING EMPLOYEES

FINANCING THE SUCCESSMohammed Khair, Executive Manager Finance, talks to Tawaasol about his initial experiences with AlJaber Engineering (JEC) and how the finance department has developed since he joined in 2013.

Mohammed Khair joined the company at a time when contractors were not really busy followed by a period when many contracts were awarded at the same time. “However, we at JEC were always preparing for the expected new awards,” he says.

“It was very important to

review the capabilities and

team, to make sure that we are ready to handle the amount of jobs expected to be awarded to

of my teams performance.”

It was also very important to strengthen our connections with local banks and starting new relations with different banks in Qatar in order to

needed for the new projects.

The Finance Department succeeded in securing excellent

“The rates we got were very competitive compared to what is prevalent in the market. That of course contributed to the margin of the project,

Mohammed believes that one of the greatest

department is managing the

lots of projects going on simultaneously and the payment process cycle is longer than the commitments that you have to pay out which make

having access to credit lines very important,” he says. In order to manage this, JEC has been

successful in rescheduling a major loan repayment in 2014. Mohammed, evidently proud of this achievement, notes that the deal has now been nominated for an award as the deal of the year by Standard Chartered Bank.

He is also quick to commend the accounting team, which succeeded in implementing a paperless archiving system in 2014. “It’s a scanning system where every accounting document is easily referenced. This is a very time-saving

functions,“ he comments.

Returning to the topic of cash

notes that this was a big achievement for the company in 2014. “We’re growing at great speed and we have many more projects than in previous years and those projects need

operate. It made sense to buy that equipment. Last year we added more than QAR200 million worth of assets, which was secured through bank loans with preferential rates.”

WHAT’S NEXT?Speaking about the role that the Finance Department plays in the organisational success at JEC, Mohammed is quick to concede there is a lot more that can be done. “We’re trying

to improve on the corporate governance structures and the day-to-day operations. We

but we still have a window of improvement where we can

really add even more value and we are currently developing the controls which will be put into place.”

“2014 WAS THE YEAR OF JEC. WE WERE THE HIGHEST AWARDED CONTRACTOR IN 2014.”

“I have been with AlJaber Engineering (JEC) for 18 years. It is the challenging nature of my job which keeps me committed and interested. An added factor is support from the management that allows us to do whatever we need to get our job done. One thing I have learnt professionally is: people will innovate to solve problems if they are convinced by the value of the work they are doing and are committed to it.”

MEET THE TEAM

,HEDAAS .M REESIAT CHIEF ACCOUNTANT

THAER ABU SHAIKHA, ACCOUNTS MANAGER

2015, SPRING ISSUE

13

PROJECTS CONTROL: AN ANTICIPATORY ROLE In conversation with Tawaasol, Bedros Bidanian, Projects Control Manager, highlights the crucial everyday role that the department plays in AlJaber Engineering (JEC).

In the opinion of Bedros, the Project Controls Department’s (PCD’s) mission is to provide cost and schedule support to projects, from preparation of schedule and budgets to reporting and updating to monitoring variances and trend analysis. All to maximise efforts towards the achievement of project and company goals.

To portray the functionality of Projects Control, one can draw a similarity to the function of the navigator in the cockpit of an airplane. As such the navigator is not the pilot and its role is to read the instruments and alert the pilot on the course and vital signs of the plane. Based on the information, the pilot can adjust the course to reach the destination safely.

Similarly the project controls staff provides the project manager and the company management the means to take decisions for the healthy conclusion of the project.

“Project planning has its own function,” according to Bedros, “which is to relate the project in terms of time, identifying the Work Breakdown Structure of the project and establishing the interdependencies and required resources.

“Cost control, on the other hand, relates the project in terms of cost – where it is vis-à-vis the original budget or the budgetary checks.”

Bedros adds that in terms of the reporting structure, on a day-to-day basis, “The planning and cost control staff who have been deputed, report to the project manager, whereas functionally, they report to

cost control manager or the planning manager.”

PCD FUNCTION

not co-managing the project.

“Our role is not to co-manage the project – it’s just to inform, give the unbiased information to the upper management.”

But, as part of PCD’s functions,

in terms of time as well as cost, if there is an over-run on either of these, does PCD suggest any mid-course correction? asked Tawaasol.

Bedros says unequivocally, “Suggestions – yes, but imposing, no. It’s only suggestion, because ultimately if PCD suggests and imposes, let’s say, or takes a decision, then it amounts to co-piloting the project which is not the purpose of the department. And more importantly, then PCD will likely have a vested interest in its opinion. The importance or the crucial aspect of the project control is not to have a vested interest in the project, which means to have independence.”

Bedros adds that if PCD loses the independence, then the neutrality suffers and in the event of something going wrong, there will be a tendency to defend that opinion. “Whereas if PCD only suggests an option and leaves it to the project manager’s discretion to take the decision, the department does not have any biased interest or vested interest in it and it is free to report the good, the bad, the ugly – whatever it is, as it is,

without any twisting of the facts. That’s the integrity, the requirement of professional integrity from a project controls guy.”

In the opinion of Bedros, PCD highlights a problem – without creating panic – in its reality, in its bare reality – brutal facts, nothing more. “And the best tool for the operation, to adjust its course, is to have the maximum information from the project, unbiased maximum information.

STAFF DEPLOYMENT Bedros mentions that going forward, staff deployment from PCD will start changing. “Some of the big projects will have their own cost engineer, their own planning engineer, depending on the size and the economy of the projects, because there is a certain parameter when you start employing independent control professionals, usually, they serve for a group of projects, because of course, the cost is an element, and you don’t need people to sit idle, so there are certain staff utilisation metrics involved.”

Bedros continues that some of the cost engineers are, so

sites to collect information on a visit basis, whereas big projects which are having

large transactions and large concentrations of people and resources, the cost engineer on site is deployed on site to be more dynamic.

CHALLENGES, ACHIEVEMENTSPCD’s challenge has been to convince the project managers

“This is more an issue of team amalgamation, rather than one of attitude.”

He adds that another issue, which the PCD has faced, is the accumulation of accurate information from various parts of JEC’s business. Explaining it further, Bedros says, “It’s not so much the collection of the information but one also needs to look into it and analyse it. One has to create the information quantities and time. There are so many variables that are working in the project simultaneously.”

Commenting on achievements, Bedros mentions generating regular and timely reports from the projects. He lists cost reports that are issued monthly which looks at the actual costs in liaison with the project manager and the construction team, including the quantity surveyors (who assess the remaining works, the cost requirements and the planning requirements of the project).

“We are trying now to elaborate the daily reports, make them more accurate and more timely, because there was a little bit of time gap between the daily reports, and monthly reports, and the challenge is to reduce the delays. Now, we are working with the Accounts Department to bring the reports, because our main reports are based on the accounts reports – we are bringing them forward, nearer to the closure of the month so that we can issue the previous month’s report within the 20 days of the coming month,” says Bedros.

MEET THE TEAM

2015, SPRING ISSUE

13

PROJECTS CONTROL: AN ANTICIPATORY ROLE In conversation with Tawaasol, Bedros Bidanian, Projects Control Manager, highlights the crucial everyday role that the department plays in AlJaber Engineering (JEC).

In the opinion of Bedros, the Project Controls Department’s (PCD’s) mission is to provide cost and schedule support to projects, from preparation of schedule and budgets to reporting and updating to monitoring variances and trend analysis. All to maximise efforts towards the achievement of project and company goals.

To portray the functionality of Projects Control, one can draw a similarity to the function of the navigator in the cockpit of an airplane. As such the navigator is not the pilot and its role is to read the instruments and alert the pilot on the course and vital signs of the plane. Based on the information, the pilot can adjust the course to reach the destination safely.

Similarly the project controls staff provides the project manager and the company management the means to take decisions for the healthy conclusion of the project.

“Project planning has its own function,” according to Bedros, “which is to relate the project in terms of time, identifying the Work Breakdown Structure of the project and establishing the interdependencies and required resources.

“Cost control, on the other hand, relates the project in terms of cost – where it is vis-à-vis the original budget or the budgetary checks.”

Bedros adds that in terms of the reporting structure, on a day-to-day basis, “The planning and cost control staff who have been deputed, report to the project manager, whereas functionally, they report to

cost control manager or the planning manager.”

PCD FUNCTION

not co-managing the project.

“Our role is not to co-manage the project – it’s just to inform, give the unbiased information to the upper management.”

But, as part of PCD’s functions,

in terms of time as well as cost, if there is an over-run on either of these, does PCD suggest any mid-course correction? asked Tawaasol.

Bedros says unequivocally, “Suggestions – yes, but imposing, no. It’s only suggestion, because ultimately if PCD suggests and imposes, let’s say, or takes a decision, then it amounts to co-piloting the project which is not the purpose of the department. And more importantly, then PCD will likely have a vested interest in its opinion. The importance or the crucial aspect of the project control is not to have a vested interest in the project, which means to have independence.”

Bedros adds that if PCD loses the independence, then the neutrality suffers and in the event of something going wrong, there will be a tendency to defend that opinion. “Whereas if PCD only suggests an option and leaves it to the project manager’s discretion to take the decision, the department does not have any biased interest or vested interest in it and it is free to report the good, the bad, the ugly – whatever it is, as it is,

without any twisting of the facts. That’s the integrity, the requirement of professional integrity from a project controls guy.”

In the opinion of Bedros, PCD highlights a problem – without creating panic – in its reality, in its bare reality – brutal facts, nothing more. “And the best tool for the operation, to adjust its course, is to have the maximum information from the project, unbiased maximum information.

STAFF DEPLOYMENT Bedros mentions that going forward, staff deployment from PCD will start changing. “Some of the big projects will have their own cost engineer, their own planning engineer, depending on the size and the economy of the projects, because there is a certain parameter when you start employing independent control professionals, usually, they serve for a group of projects, because of course, the cost is an element, and you don’t need people to sit idle, so there are certain staff utilisation metrics involved.”

Bedros continues that some of the cost engineers are, so

sites to collect information on a visit basis, whereas big projects which are having

large transactions and large concentrations of people and resources, the cost engineer on site is deployed on site to be more dynamic.

CHALLENGES, ACHIEVEMENTSPCD’s challenge has been to convince the project managers

“This is more an issue of team amalgamation, rather than one of attitude.”

He adds that another issue, which the PCD has faced, is the accumulation of accurate information from various parts of JEC’s business. Explaining it further, Bedros says, “It’s not so much the collection of the information but one also needs to look into it and analyse it. One has to create the information quantities and time. There are so many variables that are working in the project simultaneously.”

Commenting on achievements, Bedros mentions generating regular and timely reports from the projects. He lists cost reports that are issued monthly which looks at the actual costs in liaison with the project manager and the construction team, including the quantity surveyors (who assess the remaining works, the cost requirements and the planning requirements of the project).

“We are trying now to elaborate the daily reports, make them more accurate and more timely, because there was a little bit of time gap between the daily reports, and monthly reports, and the challenge is to reduce the delays. Now, we are working with the Accounts Department to bring the reports, because our main reports are based on the accounts reports – we are bringing them forward, nearer to the closure of the month so that we can issue the previous month’s report within the 20 days of the coming month,” says Bedros.

MEET THE TEAM

14

TRAINING

JD EDWARDS BY ORACLEJD Edwards by Oracle is a new ERP software that is being implemented across JEC. It is a powerful and integrated system with a common platform that enables the interaction of many departments such as Human Resources, Procurement, Stores, Finance and Project Control.

IMPACTThe successful implementation of JD Edwards will eliminate manual and disintegrated business methods, which are time consuming and vulnerable to human error. The new software will lead to process automation, which will free up personnel to focus their efforts on other initiatives that require personalised attention. This has the potential to boost productivity and employee output, which will reduce operating and overhead expenses. For team members, this means less time

SOFTWARE FOR PROCESS INTEGRATION: LOOKING TOWARDS THE FUTURE

ADVANTAGES OF THE NEW SOFTWARE

In conversation with Tawaasol, Mutia Khayyat, IT Manager talks about AlJaber Engineering’s (JEC’s) new Enterprise Resource Planning (ERP) software and the business integration that the software will achieve for the company.

wasted on repetitive and bureaucratic tasks.

Once the new software is implemented, JEC divisions will operate as a single cohesive unit, empowering management with increased accurate information leading to better analysis and decision making.

Reduced incidences of human error Achieve business process automation Streamline and structure day-to-day tasks Boost productivity and employee output Reduce operating and overhead expense Allow JEC to operate as a single, cohesive unit and Increase information consistency and accuracy leading to better analysis and decision making

DEVELOPMENTUntil now there have been countless activities and processes implemented within the company for day-to-day business tasks, many of which

procedures. With the recent growth and development, it is important that JEC now streamline these processes in an effort to optimise productivity leading to

and growth.

INTEGRATIONEmployees will no longer need to use different softwares and probably various manual methods in order to perform their jobs. With a successful ERP system, people will have

to interact with a standard software as well as the previous manual methods that were used in the past in order to be mapped within the system. This will decrease errors and will make each

because they can focus on their job tasks. CORPORATE TRAININGAll departments are participating and are part of the ERP system with more focus on: Accounts, Human Resources, Procurement, Stores, Project Control, Commercial and PMV. Each staff member will be required to use the ERP software and is involved in this process of improvement through adequate training.

2015, SPRING ISSUE

15

SAFETY FIRST

SAFETY CONSCIOUS EMPLOYEES

5 MILLION MAN HOURS WITH NO LOST TIME INCIDENT AT THE GOLD LINE UNDERGROUND METRO PROJECT

Mohamed El Sayed, Sarif Mohammad Afsaruddin, Ram Asis Yadav, and Jayson Peralta have been recognised for their safety consciousness this quarter.

A safe work environment begins with each team member. Committed to ensuring high safety standards, AlJaber Engineering (JEC)encourages its employees to follow stringent safety practices.

Awareness levels such as those demonstrated by these safety conscious employees

milestones. The recently achieved 5,000,000 manhours without incident at its Gold Line Metro sites is testament to this. With continued efforts, JEC can continue to produce these safety results.

KHALID HUSSAIN, RIGGER AND LIFTING SUPERVISOR

Khalid Hussain was the principal rigging and lifting supervisor on the QP Financial District over a

the management of 17 cranes, nine travel hoists and numerous suspended cradles, incident free.Khalid’s numerous training

record illustrate his commitment to safety. His outstanding work ethics and commitment to safety merits recognition. Congratulations Khalid!

AlJaber Engineering recognises employees who have made extra efforts in ensuring a safe work environment

Name: Mohamed El SayedSite No.: J-318P.F.F No.: 18745Designation: MasonJoining Date: November 29, 2010No. of years with JEC: 5 Years

Name: Sarif Mohammad AfsaruddinSite No.: J-364P.F.F No.: 14018Designation: LabourJoining Date: April 27,2008No. of years with JEC: 7 Years

Name: Ram Asis YadavSite No.: J-360P.F.F No.: 20037Designation: LabourJoining Date: July 30, 2011No. of years with JEC: 4 Years

Name: Jayson PeraltaSite No.: J-337 (ME)P.F.F No.: 21038Designation: ElectricianJoining Date: July 05, 2012No. of years with JEC: 3 Years

OSAMA HADIDChief Executive Officer

We are fully committed to providing an incident and injury free working environment at all of our sites.

ANDREAS TAUSCHINGER - PROJECT DIRECTOR

EVENTS FUN DAY

NATIONAL DAY

On December 18, 1878, Jassim bin Mohammed Al Thani succeeded his father Mohammed bin Thani as ruler of the Qatari peninsula. He is deemed to

by external forces and also earned a considerable degree of autonomy for the tribes

On June 21, 2007, HH the Emir Sheikh Tamim bin Hamad Al Thani passed a decree to celebrate Qatar National Day on December 18 as a national commemoration

independence. It is also known

The holiday has been instrumental in developing a sense of national identity among locals. It has also helped improve knowledge and appreciation of Qatar’s heritage.

Various events mark the occasion and in 2014, true to its tradition and as a way of expressing its deep-rooted responsibility towards Qatar National Vision 2030, AlJaber Engineering (JEC) was the associate sponsor of the nation-wide event, held under the theme of “One Love” between residents and Qataris.

Events were held at Al Wakrah Sports Club (between 8am and

JEC, A SPONSOR IN NATIONAL DAY EVENTS

17

Like every year, AlJaber Engineering (JEC) invited its employees to participate along with their families

Qatar National Sport Day on February 10, 2015.

Agine’s farm, Jumailya (located on the outskirts of Doha) which offered the perfect setting for the

The day, which started at 10am, saw families participate with full vigour in various sports activities such as musical chairs, tug of war and others. Children were happy and looked colourful with their painted faces.

There were elaborate arrangements for a barbecue

9pm); West End Park Industrial Area (between 8am and 10pm); Al Khor Sports Club (between

8am and 10pm); and Al Rayyan Sports Club (between 8am and 10pm).

14

TRAINING

JD EDWARDS BY ORACLEJD Edwards by Oracle is a new ERP software that is being implemented across JEC. It is a powerful and integrated system with a common platform that enables the interaction of many departments such as Human Resources, Procurement, Stores, Finance and Project Control.

IMPACTThe successful implementation of JD Edwards will eliminate manual and disintegrated business methods, which are time consuming and vulnerable to human error. The new software will lead to process automation, which will free up personnel to focus their efforts on other initiatives that require personalised attention. This has the potential to boost productivity and employee output, which will reduce operating and overhead expenses. For team members, this means less time

SOFTWARE FOR PROCESS INTEGRATION: LOOKING TOWARDS THE FUTURE

ADVANTAGES OF THE NEW SOFTWARE

In conversation with Tawaasol, Mutia Khayyat, IT Manager talks about AlJaber Engineering’s (JEC’s) new Enterprise Resource Planning (ERP) software and the business integration that the software will achieve for the company.

wasted on repetitive and bureaucratic tasks.

Once the new software is implemented, JEC divisions will operate as a single cohesive unit, empowering management with increased accurate information leading to better analysis and decision making.

Reduced incidences of human error Achieve business process automation Streamline and structure day-to-day tasks Boost productivity and employee output Reduce operating and overhead expense Allow JEC to operate as a single, cohesive unit and Increase information consistency and accuracy leading to better analysis and decision making

DEVELOPMENTUntil now there have been countless activities and processes implemented within the company for day-to-day business tasks, many of which

procedures. With the recent growth and development, it is important that JEC now streamline these processes in an effort to optimise productivity leading to

and growth.

INTEGRATIONEmployees will no longer need to use different softwares and probably various manual methods in order to perform their jobs. With a successful ERP system, people will have

to interact with a standard software as well as the previous manual methods that were used in the past in order to be mapped within the system. This will decrease errors and will make each

because they can focus on their job tasks. CORPORATE TRAININGAll departments are participating and are part of the ERP system with more focus on: Accounts, Human Resources, Procurement, Stores, Project Control, Commercial and PMV. Each staff member will be required to use the ERP software and is involved in this process of improvement through adequate training.

JEC REACHES THE 20-YEAR MILESTONE

16

EVENTS

The corporate celebration took place in Osama Hadid’s meeting room and was attended by members of the top management of JEC and the general managers of the

Recognising the fact that JEC is what it is today because of the contribution made by all its long-standing employees, the CEO made it a point to thank all of JEC’s long-standing employees. Special mention of employees such as Ambika Gopinathan, Rajan Abraham and Amr Nadim was made by the CEO.

The CEO concluded his inspirational speech by providing anecdotes of his

personal journey of 20 years at JEC, outlining his vision for the company and how he sees the road ahead for JEC in a competitive market for the construction sector.

On January 17, 2015, a get-together was organised by Osama Hadid, CEO of AlJaber Engineering (JEC) to mark the 20th anniversary celebrations.

It was just the three of us (Mr. Osama, Ms. Ambika and myself) 20 years ago when AlJaber Engineering (JEC) was established. Currently, we are more than 7000 employees working under his guidance. It’s only Mr. Osama’s commitment, loyalty, dedication, knowledge and leadership that

MR. RAJAN ABRAHAMOrbital Plant Manager

2015, SPRING ISSUE

EVENTSFAMILY FUN DAY

NATIONAL DAY

On December 18, 1878, Jassim bin Mohammed Al Thani succeeded his father Mohammed bin Thani as ruler of the Qatari peninsula. He is deemed to

by external forces and also earned a considerable degree of autonomy for the tribes of the peninsula.

On June 21, 2007, HH the Emir Sheikh Tamim bin Hamad Al Thani passed a decree to celebrate Qatar National Day on December 18 as a national commemoration

independence. It is also known as Founder’s Day.

The holiday has been instrumental in developing a sense of national identity among locals. It has also helped improve knowledge and appreciation of Qatar’s heritage.

Various events mark the occasion and in 2014, true to its tradition and as a way of expressing its deep-rooted responsibility towards Qatar National Vision 2030, AlJaber Engineering (JEC) was the associate sponsor of the nation-wide event, held under the theme of “One Love” between residents and Qataris.

Events were held at Al Wakrah Sports Club (between 8am and

JEC, A SPONSOR IN NATIONAL DAY EVENTS

17

Like every year, AlJaber Engineering (JEC) invited its employees to participate along with their families

Qatar National Sport Day on February 10, 2015.

Agine’s farm, Jumailya (located on the outskirts of Doha) which offered the perfect setting for the day-long event.

The day, which started at 10am, saw families participate with full vigour in various sports activities such as musical chairs, tug of war and others. Children were happy and looked colourful with their painted faces.

There were elaborate arrangements for a barbecue and buffet lunch.

9pm); West End Park Industrial Area (between 8am and 10pm); Al Khor Sports Club (between

8am and 10pm); and Al Rayyan Sports Club (between 8am and 10pm).

2015, SPRING ISSUE

MARKING MILESTONESAmr Nadim, Executive Manager Engineering, was 31 when he joined AlJaber engineering (JEC) as a construction manager. Tawaasol caught up with him as he celebrated his 50th birthday and got a brief overview of his varied journey with the company over the past 20 years where he has progressed through a variety of roles: Technical Manager, Executive Manager Construction and now Executive Manager Engineering. Amr spoke enthusiastically about the surprise 50th birthday celebration organised for him at

celebration was arranged for me by the company and I felt very grateful for this. It was a uniquely touching way of showing the appreciation for the hard work I have put in my tenure with JEC.”

19

SUPPORTING DOHA LIGHTHOUSE CLUBThe Lighthouse Club is an international, non-political organisation with two main objectives – to promote fellowship and cooperation among members in every respect and to help raise

assistance to victims of accident or illness within the construction industry and to their dependents where

a fatal accident has occurred.Team spirit was highlighted during the recent Doha Lighthouse Club Golf Day for which AlJaber Engineering (JEC) was a key sponsor. The annual event provides a fun day out for all participants while also supporting a worthwhile cause – raising money for the Doha Lighthouse Club.

EVENTS

JEC REACHES THE 20-YEAR MILESTONE

16

EVENTS

The corporate celebration took place in Osama Hadid’s meeting room and was attended by members of the top management of JEC and the general managers of the

Recognising the fact that JEC is what it is today because of the contribution made by all its long-standing employees, the CEO made it a point to thank all of JEC’s long-standing employees. Special mention of employees such as Ambika Gopinathan, Rajan Abraham and Amr Nadim was made by the CEO.

The CEO concluded his inspirational speech by providing anecdotes of his

personal journey of 20 years at JEC, outlining his vision for the company and how he sees the road ahead for JEC in a competitive market for the construction sector.

On January 17, 2015, a get-together was organised by Osama Hadid, CEO of AlJaber Engineering (JEC) to mark the 20th anniversary celebrations.

It was just the three of us (Mr. Osama, Ms. Ambika and myself) 20 years ago when AlJaber Engineering (JEC) was established. Currently, we are more than 7000 employees working under his guidance. It’s only Mr. Osama’s commitment, loyalty, dedication, knowledge and leadership that

MR. RAJAN ABRAHAMOrbital Plant Manager

18

AlJaber Engineering (JEC) was a key sponsor and participant at Infrastructure Qatar 2014. An important construction-related conference, Infrastructure Qatar 2014 brought together the elite companies and personalities from Qatar’s construction industry, including

governmental organisations central to Qatar’s infrastructure development such as Ashghal and Qatar Rail.

Building brand awareness and credibility is a key part of JEC’s drive now that it has entered into this new phase of growth. Supporting industry events in an effort to promote knowledge sharing and bolster the ongoing development of the construction sector in Qatar is fundamental to the corporate social responsibility programme at JEC.

INFRASTRUCTURE QATAR 2014

ARABIAN SUPPLY CENTER’S HITACHI EVENING

On the evening of December 2, 2014, ASC held an

gathering to witness the product line-up from Hitachi Construction Machinery who

had, earlier in May 2014, signed a memorandum of understanding with ASC.

In a video presentation, Hitachi Construction

In a glittering event held at St. Regis Doha, Arabian Supply Center (ASC), a member of AlJaber Engineering (JEC), the sole distributor for all Hitachi Construction Machinery throughout Qatar, rolled out its product for corporates and clients.

Machinery showed the corporate history of the company, the evolution of their portfolio and the strength and competitiveness of their equipment.

Top clients of ASC, market

institutions working with ASC were in attendance at the event.

EVENTS

2015, SPRING ISSUE

MARKING MILESTONESAmr Nadim, Executive Manager Engineering, was 31 when he joined AlJaber engineering (JEC) as a construction manager. Tawaasol caught up with him as he celebrated his 50th birthday and got a brief overview of his varied journey with the company over the past 20 years where he has progressed through a variety of roles: Technical Manager, Executive Manager Construction and now Executive Manager Engineering. Amr spoke enthusiastically about the surprise 50th birthday celebration organised for him at

celebration was arranged for me by the company and I felt very grateful for this. It was a uniquely touching way of showing the appreciation for the hard work I have put in my tenure with JEC.”

19

SUPPORTING DOHA LIGHTHOUSE CLUBThe Lighthouse Club is an international, non-political organisation with two main objectives – to promote fellowship and cooperation among members in every respect and to help raise

assistance to victims of accident or illness within the construction industry and to their dependents where

a fatal accident has occurred.Team spirit was highlighted during the recent Doha Lighthouse Club Golf Day for which AlJaber Engineering (JEC) was a key sponsor. The annual event provides a fun day out for all participants while also supporting a worthwhile cause – raising money for the Doha Lighthouse Club.

EVENTS

2015, SPRING ISSUE

JEC AFFILIATESASMA: SUPPORT PARTNERTo succeed in this sector, it is essential to have a reliable network of support partners that can provide specialised services across the different projects, which the company operates. AlJaber Engineering (JEC) values the support network provided by its sister companies. Tawaasol takes a look at the support provided by Arabian Specialised Materials Company (ASMA).

Al Wataniya Concrete is the first company in the market to receive certification from the National Ready Mix Concrete Association (NRMCA) and from Qatar General Organization for Standard and Metrology (QGSM).

ASMA, a member of the JEC Group, has six divisions covering manufacturing, industrial, infrastructure, trading, green building & construction and chemicals sectors. ASMA provides a range of quality products and materials to JEC’s engineering

The Al Wataniya Concrete corporate strategy is to integrate processes and services to ensure the delivery of high-quality, customer-centric timely products.

Al Wataniya prides itself as

AL WATANIYA CONCRETE

21

teams across all its projects in Qatar. Operating on the same high quality standards that JEC follow, ASMA complies with international health and safety standards, meeting the requirements of ISO (9001: 2008) for General Trading and is registered

market to acquire NRMCA

Al Wataniya’s commitment to excellence and quality is sustained by the dedication of its team-oriented, highly

of engineers and professionals who utilise their know-how

within the BM Trade

Drawing on its highly specialised expertise, JEC currently deploys ASMA expertise and materials across various projects like New Orbital Highway Project,

of the gulf market to deliver

timely manner.

To this effect, Al Wataniya Concrete, established in July 2005, has positioned itself as one of the leading producers and suppliers of ready-mix

Qatar Cool Project, Pipelines for Mega Reservoirs and many others. Their support helps to ensure that all of the necessary products and expertise is available in order to execute JEC’s projects to the highest possible of standards.

concrete in Qatar. Al Wataniya currently operates nine plants that are spread across the State

escalating construction and infrastructure needs.

18

AlJaber Engineering (JEC) was a key sponsor and participant at Infrastructure Qatar 2014. An important construction-related conference, Infrastructure Qatar 2014 brought together the elite companies and personalities from Qatar’s construction industry, including

governmental organisations central to Qatar’s infrastructure development such as Ashghal and Qatar Rail.

Building brand awareness and credibility is a key part of JEC’s drive now that it has entered into this new phase of growth. Supporting industry events in an effort to promote knowledge sharing and bolster the ongoing development of the construction sector in Qatar is fundamental to the corporate social responsibility programme at JEC.

INFRASTRUCTURE QATAR 2014

ARABIAN SUPPLY CENTER’S HITACHI EVENING

On the evening of December 2, 2014, ASC held an

gathering to witness the product line-up from Hitachi Construction Machinery who

had, earlier in May 2014, signed a memorandum of understanding with ASC.

In a video presentation, Hitachi Construction

In a glittering event held at St. Regis Doha, Arabian Supply Center (ASC), a member of AlJaber Engineering (JEC), the sole distributor for all Hitachi Construction Machinery throughout Qatar, rolled out its product for corporates and clients.

Machinery showed the corporate history of the company, the evolution of their portfolio and the strength and competitiveness of their equipment.

Top clients of ASC, market

institutions working with ASC were in attendance at the event.

EVENTSJEC AFFILIATES

With 1800 staff and plans to double this in 2015, Roger Makhlouf, Managing Director of AlJaber and Makhlouf (J&M), talks to Tawaasol to give an overview of the company and the support that they offer AlJaber Engineering (JEC) across its various road work and infrastructure projects.

ALJABER AND MAKHLOUF: STRATEGIC PARTNERS

20

THE NUMBER OF PROJECTS

ALJABER AND MAKHLOUF IS CURRENTLY INVOLVED WITH.

25: “We are a strategic partner for JEC in all their road works and infrastructure projects,” explains Roger Makhlouf, Managing Director, J&M. “Our main project currently is the New Orbital Highway

– Package 3. We will be doing all the road works for the joint venture.”

Makhlouf says, “One of the many good things about JEC in terms of logistics and equipment is that they are amongst the number one companies in Qatar supplying and laying asphalt for Ashghal.

and allows for successful economies of scale.”

Makhlouf underlines the various projects the company is working on with Ashghal. “As a main contractor, we

Ashghal, improving roads and junctions. We are also working on the upgrade of the roads surrounding the ISF camp at Duhail.”

Speaking about the company’s areas of expertise, Makhlouf explains, “We have our own

crushers and asphalt plants that produce up to 10,000 tons a day of asphalt. Our division also

roads, including road markings, stamped asphalt and coloured asphalt. We also have our own

resources and materials which means we are not dependant on external suppliers and can plan and execute projects from

involevement.”

2015, SPRING ISSUE

JEC AFFILIATESASMA: SUPPORT PARTNERTo succeed in this sector, it is essential to have a reliable network of support partners that can provide specialised services across the different projects, which the company operates. AlJaber Engineering (JEC) values the support network provided by its sister companies. Tawaasol takes a look at the support provided by Arabian Specialised Materials Company (ASMA).

Al Wataniya Concrete is the first company in the market to receive certification from the National Ready Mix Concrete Association (NRMCA) and from Qatar General Organization for Standard and Metrology (QGSM).

ASMA, a member of the JEC Group, has six divisions covering manufacturing, industrial, infrastructure, trading, green building & construction and chemicals sectors. ASMA provides a range of quality products and materials to JEC’s engineering

The Al Wataniya Concrete corporate strategy is to integrate processes and services to ensure the delivery of high-quality, customer-centric timely products.

Al Wataniya prides itself as

AL WATANIYA CONCRETE

21

teams across all its projects in Qatar. Operating on the same high quality standards that JEC follow, ASMA complies with international health and safety standards, meeting the requirements of ISO (9001: 2008) for General Trading and is registered

market to acquire NRMCA

Al Wataniya’s commitment to excellence and quality is sustained by the dedication of its team-oriented, highly

of engineers and professionals who utilise their know-how

within the BM Trade

Drawing on its highly specialised expertise, JEC currently deploys ASMA expertise and materials across various projects like New Orbital Highway Project,

of the gulf market to deliver

timely manner.

To this effect, Al Wataniya Concrete, established in July 2005, has positioned itself as one of the leading producers and suppliers of ready-mix

Qatar Cool Project, Pipelines for Mega Reservoirs and many others. Their support helps to ensure that all of the necessary products and expertise is available in order to execute JEC’s projects to the highest possible of standards.

concrete in Qatar. Al Wataniya currently operates nine plants that are spread across the State

escalating construction and infrastructure needs.

JEC AFFILIATES

With 1800 staff and plans to double this in 2015, Roger Makhlouf, Managing Director of AlJaber and Makhlouf (J&M), talks to Tawaasol to give an overview of the company and the support that they offer AlJaber Engineering (JEC) across its various road work and infrastructure projects.

ALJABER AND MAKHLOUF: STRATEGIC PARTNERS

20

THE NUMBER OF PROJECTS

ALJABER AND MAKHLOUF IS CURRENTLY INVOLVED WITH.

25: “We are a strategic partner for JEC in all their road works and infrastructure projects,” explains Roger Makhlouf, Managing Director, J&M. “Our main project currently is the New Orbital Highway

– Package 3. We will be doing all the road works for the joint venture.”

Makhlouf says, “One of the many good things about JEC in terms of logistics and equipment is that they are amongst the number one companies in Qatar supplying and laying asphalt for Ashghal.

and allows for successful economies of scale.”

Makhlouf underlines the various projects the company is working on with Ashghal. “As a main contractor, we

Ashghal, improving roads and junctions. We are also working on the upgrade of the roads surrounding the ISF camp at Duhail.”

Speaking about the company’s areas of expertise, Makhlouf explains, “We have our own

crushers and asphalt plants that produce up to 10,000 tons a day of asphalt. Our division also

roads, including road markings, stamped asphalt and coloured asphalt. We also have our own

resources and materials which means we are not dependant on external suppliers and can plan and execute projects from

involevement.”

JEC AFFILIATES:

ALJABER ENGINEERING L.L.CP.O. Box: 22801, Doha - QatarTel: +974 4444 6206Fax: +974 4444 6361Email: info@jec.qa

ARABIAN SPECIALISED MATERIALS CO.Leading supplier of construction materials, custom made equipment and manufacturers of specialised metal products. www.asmaqatar.com

CONFIDENCE EQUIPMENT and TRANSPORTATION COMPANYWater supply, disposal of sewage and solid waste.

ARABIAN SUPPLY CENTERSuppliers of Hitachi heavy equipment, Rammer breakers, Bretec generators, BBA/AFEC dewatering pumps, Goodyear and Sava Reaking tires, Mercedes Benz and MAN (trucks and trailers) and OEM spare parts.www.asc.qa

EMIRATES CONCRETE & STEEL PROTECTIVE COATING WORKS (EMCON)Specialised in concrete and steel coating as well as concrete repairs.www.emconblocks.com

HYDROSERVDewatering and pumping

applications.www.hydroserve.qa

DELMON SCAFFOLDING and FORMWORKManufacture, supply and hire of scaffolding, suppliers of Ulma formwork systems.www.delmongroup.net

ALJABER and MAKHLOUFDeveloping infrastructure and road projects, asphalt works, road markings, IPC application and equipment hire.www.jabmak.com

URBAN CONCEPT W.L.L.Urban and landscape design, trading and contracting.www.urbanconceptdesign.com

BIMTECConsultancy and project management services for Building Information Modeling. www.bimtechnologies.net

STREAM ACOUSTIC AND THERMAL (SAT)Reliable providers of acoustic and insulation solutions.www.sat.qa

AL WATANIYA CONCRETEA leading producer and supplier of ready-mix concrete.www.watancon.com

MESSAGE FROM THE TAWAASOL TEAM Tawaasol is your voice. You are welcome to write to us at tawaasol@jec.qa with ideas, articles and pictures that can contribute to the creation of each issue. A big thank you to everyone who contributed to the spring edition of Tawaasol. Enjoy reading!

VIJAY Arabia Fire & Security SystemsOffers advanced technology for delivering comprehensive, cost-effective and reliable Fire & Security Systemshttp://www.vijayarabia.com/