Elie Chrabieh BACS Deputy Project Director"if success is what you seek, then work your assigned task passionately, be eager to learn more expertise, and accept additional responsibilities." p. 4
Riyadh Metro Project
Prince Meshaal Bin Abdul Aziz Roundabout
Event: ADA Visits ARQA Project
CWJV Board Meeting
ARQA Project; "24 Hours Construction Machine"
p. 3
p. 20
p. 14
A worker at a Chicago based construction firm thought he might have spotted a problem with an outrigger on a crane pick. He was relatively new to the job. His bosses had encouraged him to speak up if he ever saw anything that seemed amiss. Still, it seemed like a bold move to stop work and call his superiors. What if he was wrong? What if it was nothing?Then again, what if it was something?The worker trusted his instincts. He made the call.
By speaking out, the worker might have prevented a significant incident. An outrigger had sunk on one side of the crane. If the crane operator had swung the load to the side with the faulty outrigger, a further failure could have caused the crane to tip over and lose its load.
This story offers an example of how a strong safety culture and open lines of communication empower workers to protect themselves and their colleagues. A consistent emphasis on safety is always important, but is even more so during periods when business is booming for many construction firms and many new workers are entering the fold.
New or inexperienced workers may be more vulnerable when it comes to safety. Safety professionals, foremen and other construction workers will need to be vigilant in order to reverse a recent trend of increasing fatalities in construction. After decades of declines, construction worker fatalities increased 18 percent to 874 from 738 between 2011 and 2014. That is why the Chicago based construction firm was so happy with the new worker who spoke up. “Good job on our guy’s part,” an executive said. “It took us a good portion of the day to fix that [outrigger], but hey, good job. Most people might say, ‘Oh no, you lost half a day.’ NO. Good job.”
Proven Strategies
An increase in construction work creates additional scenarios in which workers could be injured or killed. But experts say a corresponding spike in injuries and fatalities does not have to be inevitable.
AGC of America recently published a comprehensive action plan – “13 Proven Steps to Improve Construction Worker Safety” – to help organizations protect their workers. A panel of judges evaluated safety programs across the nation to determine the most effective strategies for keeping workers safe.___
In the past few years Safety has become a daily prayer for construction companies, its something that everyone will support but few are willing to scrutinize. I felt that sharing this story with you our colleauges is something of a significant importance. Stay Safe, Safety is Paramount.
Sincerely,
on behalf of the Media Department,
John A. El KhouryMedia Department Manager
*please do not hesitate to contact the Media Department team whenever you have an event, achievement or on-site progress that you deem newsworthy, we will make sure to cover and publish it in The Almabani Journal.
The Almabani Media Department is following up closely on the Almabani Social Media interactions, our weekly video posts have increased our audience dramatically, thus the introduction of this new section of the Almabani Journal, below are the latest statistics for the month of August 2016.Keep the Almabani hash tag Live, #almabani #almabanigc
All Statistics obtained from Facebook for Business
CWJV Board Meeting The CWJV Board Meeting number 17 was held on July the 25th & 26th at BACS Headquarters in Riyadh. The Agenda of the meeting covered the overall progress of the project, review
- Riyadh -
of actions from previous board meetings, the HSE/Quality department update and briefings by the delivery teams as well as discussing critical issues of the project.
Guest of the JournalElie Chrabieh, BACS Deputy Project Director and Delivery Director for the Enabling Works
Interviewed by: John EL Khoury
John El Khoury: Thank you for giving us the opportunity of interviewing your good self; it is an honor. Please introduce yourself to the Almabani Journal readers, starting with your academic background and how many years you have been serving Almabani.Elie Chrabieh: In 1981 I completed high school from College Des Apotres in Jounieh. I pursued my higher education in USA, and in 1985 graduated with a Master Degree in Civil Engineering from U-Mass Lowell. I returned to Lebanon in 1986 and worked in the construction industry. In 1992, I joined Al Bahar & Bardawil in Kuwait. In 1997 I moved to Saudi Arabia and since then have worked with Almabani for a total of 19 years of good service.
JK: If we want to shed some light on your history, what are the most important highlights within your career in Almabani.EC: I joined AGC as Project Manager for the Rehabilitation of SWCC Al Khobar Plants. In 2000 a decision was taken to establish Almabani Specialties Division; the aim of this division was to pursue new business opportunities while the general construction market was slowing down. I was tasked to manage and direct the Specialties Division for a period of 10 years. Within 3 years from its inception, it became one of the leading specialized companies in KSA. We won several long form contracts with SABIC. We also completed many projects for SWCC, SEC, NWC, SABIC, ARAMCO, MARAFIQ, Royal Commission. My duties covered business development, commercial (tendering / bidding / prime contract), managing multi projects, and all construction related functions (HSE / QC / Project Controls / Admin / HR).
ALMABANI MEDIA DEPARTMENT HAD THE HONOR OF CONDUCTING AN INTERVIEW WITH ONE OF THE MOST INFLUENTIAL CHARACTERS AMONG ALMABANI RANKS, CURRENTLY THE DEPUTY PROJECT DIRECTOR AT BACS CONSORTIUM IN THE RIYADH METRO PROJECT, MR. ELIE CHRABIEH.
Guest of the JournalElie Chrabieh, BACS Deputy Project Director and Delivery Director for the Enabling Works
My achievements and successes in Project Management were recognized by our executives and led in 2009 to my appointment as Project Director of ADA landmark projects in Riyadh. The first challenging project was the construction of Tunnel 3 under the Royal Apron which had to be completed within 8 months from the site handing over. This period included 3 months for mobilization, establishment of site offices (Client, Engineer & Contractor), site facilities (work shop, fabrication shop, concrete batching plant, etc.), construction of a 6000 man camp, design of the tunnel, and procurement of long lead items such as tunneling formworks. During the remaining 5 months, we had to complete construction of Tunnel 3 (part 1; 450m long) along with the Royal Apron.Another challenging project was the construction of the Flyover over Exit 11 which had to be constructed over the busiest highway in Riyadh (East Ring Road). We had to erect a special steel platform to support the structure while being constructed and to protect the motorist during the construction period. Every night we had to divert the traffic and erect the steel platform. The project was completed on time and with zero lost time incidents.The most challenging part of this period (from 2009 to 2013) was directing and managing 5 design and build projects simultaneously, with main scope (Tunnels, Bridges, Underpasses, Flyover, Infrastructure, Road Works, etc.). The peak manpower reached approximate 5,800. Most of the works were carried in house apart from the structural design of the bridges & flyover. When I accepted this challenge, I lacked experience in bridges, flyover and tunnels construction. With the support of Mr. Daher and a great team of professionals, we managed to successfully complete these projects, much to ADA’s satisfaction.
JK: Tell us about your position at the Riyadh Metro project BACS Consortium and if you may share with us some of your daily challenges.EC: In 2013 I was transferred to the Riyadh Metro Project (RMP) as both Deputy Project Director and as Delivery Director for the Enabling Works. My executional scope evolved with time as the project progressed. It started with mobilization (in the early stage of the project), followed by launching and directing the Utilities Diversion and Traffic Management works. The King Abdullah Road Extension / Sheikh Jaber Underpass Works have recently started. In parallel, I also look after the Olaya-Batha Corridor refurbishment (currently in the design stage). On top of my executional role, I also have a functional role which includes following up day-to-day urgent and critical issues with ADA, the engineer and stakeholders. In addition, I manage Almabani administrational matters and CWJV partner-related issues.Daily challenges evolved with time and with each phase of the project. I recall at the early stages of the project that we overcame many challenges such as setting up execution strategies, establishing functional departments (HSE, QC, Procurement, etc.), agreeing CWJV unified positions on issues such as order of governance, policies, processes & procedures, all of which protect the interest of and reflect the culture & policies of the three CWJV partners. Agreeing on roles, responsibilities and identities of the key senior staff members was another major challenge. In brief, the biggest challenge at that time was building the engine of a huge machine to organize, manage, direct and put this gigantic project into
motion. Another tough challenge we faced since day one is integrating staff from the three CWJV to become one team geared to deliver this project successfully. Silos were identified and removed, poor performers were screened on a quarterly basis and were discharged from the project. All the delivery teams on RMP are made up of staff from the 3 CWJV members and work as one. More than two years & half have passed on the project, yet obtaining approval of the final design remains a major challenge. Without an approved final design, construction cannot start. We overcame this obstacle by the strategy of divide and conquer. Delivery teams had to take ownership of their design. Much of the design is now approved and construction is well under way. Other obstacles which have hindered progress of construction are traffic detours, utilities relocation and coordination / interface with stakeholders. Most of the delivery teams’ works are dependent on clearing these critical issues and obtaining stakeholder approval. Solving these bottlenecks were, and remain, my core focus and daily challenge.For the last year, I have spent most of my time managing the Utility Diversions delivery team. Utility diversions are on the RMP critical path as it opens works fronts for the Deep Underground Stations, Elevated Stations, Viaducts, At-Grade and Park & Ride delivery teams. This requires close follow-up on the urgent and critical issues through daily meetings with the team, the Engineer, ADA and stakeholders. I attend many meetings during the week discussing safety, quality, performance and progress. I also attend Change Control Board meetings where approval of additional budget for scope change is sought, approve CWJV partner invoices, review/approve hiring of staff, witness bid openings, approve POs and participate in CWJV Project Management meetings that focus on cost, contractual matters and other related issues.The biggest challenge that we face on RMP is completing the project on time, within budget and best in class quality. The risk on megaprojects such as RMP is high. Poor performance may have dire consequences on the CWJV partners.Coping with all the above duties is a challenge I face on a daily basis.
JK: What systems are in place for dealing with work progress conflicts?EC: We have several tools in place to monitor our progress. All delivery teams hold bi-weekly, monthly and quarterly progress reviews. During our weekly Senior Management meetings, we review the weekly summary report generated by the Project Controls department; it covers the status of progress & performance for each delivery team. It also includes their performance on HSE, quality, overtime spent and consumption of major commodities such as concrete & steel. We hold weekly manpower and formwork forecast meetings to ensure all delivery teams’ manpower and formwork requirements are being met.
Also, we hold interface meetings with all relevant parties to ensure proper coordination between all those working in the same work zone. We also hold a weekly Change Control meeting to deal with any change in the forecasted budgets due to design change/development, client additional requirements, etc. On a quarterly basis, all delivery teams and functional departments present their Readiness Review for the coming quarter covering schedule, engineering, cost, critical issues, etc.
Guest of the JournalElie Chrabieh, BACS Deputy Project Director and Delivery Director for the Enabling Works
JK: In a personal analysis, what can you tell us about the current construction's market situation within the MENA region?EC: For the last few years, most of the gulf region countries have had budget deficits. The collapse in oil price and rising tension across the whole Middle East were the main drivers behind these budget reductions. The construction industry was one of the sectors that was severely hit by these cuts. The overall construction market has slowed down during 2016 and most likely will continue through 2017. AGC will continue to benefit from the RMP workload, as well as its other ongoing projects and new projects awarded during 2016. AGC should pursue its efforts to win new work in an aim to bridge this period. AGC has secured a good reputation among key decision makers in the Kingdom; we should target more megaprojects if they are bid.
JK: Do you see Almabani executing or being involved in further mega projects in the future? Inside and/or outside the Kingdom? And in your opinion what would it take for Almabani to keep getting involved in such projects?EC: In 2015 / 2016 we witnessed the severe difficulties that two local giant construction companies faced. Almabani has a good opportunity to fill this gap and we are geared for it. If the construction market allows for additional megaprojects, AGC for sure will and can be involved in such megaprojects.Over the last two years, the Almabani team has acquired valuable construction experience on the Riyadh Metro Project. We are delivering a project to world class standards. Our employees are spread among all delivery teams and functional departments where they gain valuable experience by delivering a complex project. We plan to adapt some of the latest technologies and tools in the construction industry which are currently used on RMP, on future projects.I strongly recommend that AGC pursue opportunities inside the Kingdom, as this will ensure a steady future growth for the company. Also outside Saudi, if God forbid the construction market in the Kingdom continues to trend downwards.
JK: For the young generation of Almabani; what can you tell them about the typical career path?EC: In RMP, AGC have approximately 625 staff; 39.84% are between 22 – 30, 32.80% between 30 – 40, 12.96% between 40 – 50, and 14.40%, over 50.As you can see, most of our staff is young. Many are talented and have developed their experience over the last two years. Recently, we adapted a rotational program where some of our employees move between departments to gain experience (rotation between construction / procurement / subcontracts, etc.). Many employees have also, by the nature of their jobs, been transferred to other departments as their assigned tasks came to an end (e.g. from UD to Depots, to Stations, Deep Underground Stations, etc.). The young generation has a great opportunity to learn from this iconic project that will pave the way for a better career path in their future.
All AGC employees on RMP have the opportunity to improve their individual set of skills and knowledge in all departments ranging from Safety, to Quality, Execution, Project Control, Field Engineering, Engineering, Subcontracts, Procurement, Accounting, Finance and Insurance. They are encouraged
Guest of the JournalElie Chrabieh, BACS Deputy Project Director and Delivery Director for the Enabling Works
to learn as much as they possibly can, as one day they will be asked to transfer this knowledge and culture to the next generation. I would like to share with our young employees a valuable lesson that I have learned from a very dear person; if success is what you seek, then work your assigned task passionately, be eager to learn more expertise, and accept additional responsibilities. It is then that you will develop your skills, acquire greater responsibilities and ultimately be promoted for higher positions.
JK: If you could do things all over again; would you choose the same path or change it? And Why?EC: Career path is a function of personal choice, the crossroads that we encounter in our life journey, events / circumstances that govern our decisions and of course personal ambition & aspiration. My achievements are based on hard work, determination, devotion, transparency and honesty; these are core values that I will not change.If I had the chance to choose my path again, I would still have selected Almabani where trust is given as you join and individuals are assigned with more than one task. I see this as an opportunity to grasp more skills and more responsibilities. Opportunities are given to the high performers and last but not least we are always surrounded by a caring family.
JK: At the end of this interview is there something that you would like to add?EC: I would first like to thank the Almabani Media Department for having me as their guest for this edition and giving me this opportunity to share my personal experience and my views on this landmark project that we are entrusted to deliver.I would also like to express my gratitude to His Excellency Mr. Nehme Tohme for giving me his trust throughout my career in Almabani and entrusting me with the position I hold in the BACS Consortium. He has a lion’s heart; we all admire him. May God protect him.
Guest of the JournalElie Chrabieh, BACS Deputy Project Director and Delivery Director for the Enabling Works
To Mr. Joseph Daher, for being a great mentor and a shoulder to lean upon during the difficult days. You are a main pillar on RMP and in the company. You lead by example.To Mr. Youssef Tohme, for the continuous support that you provided throughout the past years and the confidence you have entrusted me.To Mr. Alfred Hakim, for managing wisely the financial aspect of this complex project. By meeting our financial commitments, you help in making our mission successful. Finally, I would like to send a message to my fellow Almabani employees working on RMP. We have been entrusted with a company that has been operating for over 44 years. We as Almabani have an obligation to ensure the success of this project as it will provide immunity and prosperous continuity for our beloved Company. I encourage my AGC colleagues, spread all over the project, to work passionately in their fields and to make a difference in the areas or functions they are assigned to. I urge them to lead by example, to set the threshold of performance as high as it can be, and to make change for the better in the course of executing the Project.We shall protect the best interest of Almabani at all times. We have a mission to collectively deliver this project successfully and to write another glorious story for Almabani. RMP’s success will generate prosperity, growth for Almabani and all individuals working inside and outside RMP. We will leave a legacy behind for the future generations to be proud of, the same as our predecessors left us with a legacy that we will always cherish.
God bless you all.
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Guest of the JournalElie Chrabieh, BACS Deputy Project Director and Delivery Director for the Enabling Works
The Almabani Journal . Issue No.15 . May - August, 2016
Makkah-Salahuddin TunnelRiyadh, Kingdom of Saudi Arabia August 2016
The Almabani Journal . Issue No.15 . May - August, 2016
The ARQA project was a simple round about free of traffic signals with a 112m diameter. Traffic inside the original roundabout used to congest, thus the client Arriyadh Development Authority (ADA) developed the plan for the new roundabout and Almabani was awarded the rush project on the 30th of April, 2016. The project is being executed in a 3 months time frame, with a finishing date on the 31st of August, 2016.
The new "Prince Meshaal Bin Abdul Aziz Roundabout" is a complex and diverse project that includes the following scope:
- Road Works- Road Signs- Bridges- Storm Water Drainage Networks- Concrete Works- Street Lightings- Hardscape & Landscape
Its worth mentioning that road networks within the project are 3km, with 4 bridges being executed as well.
Bridges Scope:-BRIDGE 1: 45 m long with span 8.8 m -BRIDGE 2: 23 m long with span 10.5 m-BRIDGE 3: 10 m long with span 5.5 m-BRIDGE 4: 7.5 m long with span 10.7 m
Utilities Scope:-Existing Utilities Relocation: “Potable Water line , STC Cables and 13.8 KV Cables”-Street lighting-Storm water line-Irrigation Network-Existing Utilities Preservation-Sanitary Water Line
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Prince Meshaal Bin Abdul Aziz RoundaboutARQA Project
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THE NEW ROAD NETWORK IS DESIGNED TO DECONGEST THE TRAFFIC OF ARQA ROUNDABOUT AND TO IMPLEMENT SPECIAL PATHS IN FRONT OF KING SALMAN PALACE IN RIYADH.
The Almabani Journal . Issue No.15 . May - August, 2016
EXCAVATION & CONSTRUCTION OF WING WALLS
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Prince Meshaal Bin Abdul Aziz RoundaboutARQA Project
PRINCE MESHAAL MAIN ROAD
The Almabani Journal . Issue No.15 . May - August, 2016
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Prince Meshaal Bin Abdul Aziz RoundaboutARQA Project
CONSTRUCTION OF SERVICE ROADS 1 & 4
EXECUTION OF BRIDGE 4 & SERVICE ROAD 1
The Almabani Journal . Issue No.15 . May - August, 2016
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Prince Meshaal Bin Abdul Aziz RoundaboutARQA Project
BEDROCK CONSTRUCTION ON SOUTH SIDE & INSTALLATION OF IRRIGATION SYSTEM
EXCAVATION & INSTALLATION OF STORM WATER NETWORK
The Almabani Journal . Issue No.15 . May - August, 2016
King Abdulaziz International AirportApron 6 Project - Mechanical Scope Update by Eng. Zaher El Hajj
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Apron 6 project has been undertaken by the General Authority of Civil Aviation (GACA) in order to expand the capacity of Apron 6 at King Abdul Aziz International Airport (KAIA) in Jeddah.
The optimal objectives of this expansion were to increase the capacity of the apron, relief congestion and accommodate new generation aircraft fleet with wider wingspan such as the Airbus 380. These aircrafts require modifications of the maneuvering areas and ground services including fuel hydrants, parking positions and airfield facilities which in turn require major infrastructural networks.
One major network scope is the Mechanical Scope which contributes to about one third of the total project value and which includes:
1- Fuel Hydrant Systems that feed 65 aircraft bays, with a hydrant network that extends for more than 4200 meters.2- Relocation of the existing main fuel pipeline extending for more than 1500m of dual 20 inches pipelines.3- Wet utilities including the supply of potable, chilled, fire water and sanitary networks to five
airfield facility buildings serving the bays of the apron.4- Storm and slot drain networks.5- Buildings services including chilled water air handling units, ventilation, sprinkler firefighting systems and clean agent fire suppression systems.
The project has been progressing rapidly ever since the GACA handed in phases 2 and 3 back in April 2016. The delayed handing of phases 2 and 3 pushed the project schedule by 23 months from the initial scheduled time which was January 2017. Since then, we had to cope with the limited extension of time we received to catch up with the new handing over date scheduled on October 2017.
As a matter of fact, the long and strategic investment applied by Almabani Management into the mechanical team members and equipment finally paid-off. The mechanical team now has the capabilities of fabrication, erection, inspection, quality control and testing of the fuel piping network in-house and in accordance with the international specifications and under the supervision and approval of ARAMCO.
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AN AMERICAN UNIVERSITY OF BEIRUT GRADUATE WITH A BACHELOR IN MECHANICAL ENGINEERING IN 2009, AND A MASTERS IN ENGINEERING MANAGEMENT IN 2011, ENGINEER ZAHER EL HAJJ UPDATES US ON THE MECHANICAL SCOPE OF WORKS BEING EXECUTED WITIHN THE APRON 6 PROJECT.
The Almabani Journal . Issue No.15 . May - August, 2016
King Abdulaziz International AirportApron 6 Project - Mechanical Scope Update by Eng. Zaher El Hajj
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As a result, since April 2016, the project was able to harvest higher productivity on site with the higher team synergy and direct supervision. Eventually, the Fuel Hydrant Network completion percentage soared from 33% to 59% in less than five months. As for wet utilities, the execution witnessed a jump from almost 0% to 23%.
On the other hand, fuel piping execution on the airside part of the project (inside the vicinity of the active airport) wasn’t going as smooth as planned due to the many confronting obstructions all related to airport operations. Cutting and excavating active taxiways required lots of paper work, coordination works and follow-ups with the airport concerned authorities, and they are not few. Security permits, Air Traffic Control NOTAMs, airport operations approval, permits for workers, equipment and materials all hindered the progress potential occasionally. Despite that, the teams were determined to do what it takes to overcome the complications and consequently more than 65% of the works inside were completed and inspected.
The high level of coordination between trades managers and site supervisors led to a great deal of collaboration in this particular project. Civil teams, mechanical teams, electrical teams as well as other operational support teams were keen to avoid interruption of other trades in order to push the whole project forward. In fact, the site construction progress rate improved drastically since last April and it is all because a better site and construction management plan was adopted by the different involved parties.
As can be seen, and despite the current vague forecast of the country’s economic state, we can say that Apron 6 Project is still moving on a stable track towards the fulfillment of the project’s deliverables.
The Mechanical Team is a set proof that investments in team members matter the most when it comes to climbing the success ladder. Credits go first to the hard workers who are making it happen and second to the wise management who is directing the job.
INSTALLATION OF FUEL PIPES SLEEVES
The Almabani Journal . Issue No.15 . May - August, 2016
EventADA Visit to ARQA Roundabout Project
- Riyadh - August, 2016
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Alrriyadh Development Authority visited the new
Prince Meshaal bin Abdulaziz Roundabout, aka
ARQA Project. Almabani's CEO Mr. Joseph Daher
accompanied by the project team, briefed the
client about the project's progress. The conducted
visit to Arqa Project was attended by ADA Site
Management Team.
The purpose of the visit was to check the progress
of the ongoing construction work and a small
briefing was given on the design layout and the
roads functionality.
ALMABANI'S CEO MR. JOSEPH DAHER BRIEFING THE CLIENT
The Almabani Journal . Issue No.15 . May - August, 2016
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EventAlmabani Sponsors GACA's Arab Civil Aviation Commission
- Jeddah - 16-19 May, 2016
Almabani sponsors the 52nd Executive Council Meeting and the 23rd General Assembly Meeting of the Arab Civil Aviation Commission by the General Authority of Civil Aviation GACA. Almabani's CEO Mr. Joseph Daher along with EVP
Projects Control Mr. Sami Sindaha and Business Development Manager Mr. Bandar Hassanain attended the General Assembly Meeting where Mr. Joseph Daher recieved on behalf of Almabani the sponsor trophy.
MR. BANDAR HASSANAIN, MR. JOSEPH DAHER & MR. SAMI SINDAHA
ALMABANI'S CEO MR. JOSEPH DAHER RECIEVES THE SPONSORSHIP TROPHY FROM MR. SULAIMAN BIN ABDULLAH AL HAMDAN, PRESIDENT OF GACA & MINISTER OF TRANSPORTATION
The Almabani Journal . Issue No.15 . May - August, 2016
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Inter-DepartmentalImplementing the New Overtime System
Inter-DepartmentalHSE Managers and Engineers Workshop
AHMAD ZOUL (FAR LEFT) FROM THE I.T. DEPARTMENT BRIEFING ABOUT THE NEW OVERTIME SYSTEM
PETER GRAHAM, CORPORATE HSE MANAGER, GIVING HIS PRESENTATION
The new overtime system was launched earlier this month by the Almabani I.T. department, which is already approved by Almabani's top management; this system is designed to secure the proper approvals for any overtime work performed by any employee within the company.
Under the close direction of our E.V.P. of Operations Mr. Jean Akari, the HSE Department held an HSE Managers and Engineers Workshop in Jeddah at KAIA Project office. Presented by Mr. Peter Graham, the aim of the workshop was to look at the Almabani HSE Management System and to highlight areas where the HSE teams where weak on their projects. Also an agenda was set
The smart system circulates between department heads up to the high management for approvals in order to govern all sites and offices overtime hours prior to entering the data on the company books. Well done for the I.T. department.
for the end year meeting in November 21st and 22nd, noting that the venue of this meeting is yet to be confirmed.
All current Almabani projects were represented and the HSE department invited Mr. Roger Matar who is Almabani's Corporate Risk Manager to talk about Company risk and insurance on projects.
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The Almabani Journal . Issue No.15 . May - August, 2016
In the News
In the News
Meet the Private Company That Has Changed the Face of the World
ADA Applies World-Class Best Working Safeguards in Riyadh Metro Project
Arriyadh Development Authority (ADA) has adopted and is applying world-class standards of best working environment in its King Abdulaziz Project For Public Transport in Riyadh (Riyadh Metro Project).
It has applied a number of advanced globally recognized safeguards and standards in working environment and housing of the project at various levels, to include those of the companies involved in implementing the project.
These safeguards include commitment to correct irregular conditions of employment for all individuals in this project, and checking that they receive all legal and financial rights, as stipulated by the labor regulations in the Kingdom.
ADA is also keen to provide workers with their working and living requirements, in the project's residential complexes, in terms of building housing complexes for workers, at selected locations of the city, designed according to the highest applicable standards, in the integrated residential complexes' projects, in the world, featuring various safety, comfort and security requirements, providing primary health care and well- furnished dormitories, including utilities, open
Fourteen stories below Saudi Arabia’s Capital, Riyadh, a 1,000-ton monster is carving a hole. The tunnel-boring machine, or TBM, is longer than a Boeing 747 and weighs five times as much. It grinds through the Arabian Desert sandstone 24/7, chewing through the pink-hued rock with its tungsten blades to sculpt a circle 33.6 feet in diameter. The massive device has been given the name Mneefah, for the legendary stallion that carried the kingdom’s first ruler to victory.This modern Mneefah, however, grinds along rather than gallops. On a recent visit, the tunnel behind the machine’s cutting head is bathed in an eerie fluorescent light. Suddenly, in a cycle that repeats every hour, the blades stop whirring, and a robotic arm swoops down and uses its powerful suction shoe to slowly pick up eight curved six-ton concrete panels one at a time and place them on the newly carved wall in a clockwise pattern. Piece by piece, _____
Full Story at the following link:http://fortune.com/bechtel-construction/
spaces, kitchens, dining halls, multi-purpose halls, sports stadiums, in addition to management, control and security departments.The criteria also included application of a set of security and safety procedures at various work sites of the project, a number of plans and schemes to verify readiness of the project for emergency cases, and equip all project's sites by means of safety systems, fire, rescue and emergency ____
Full Story at the following link:http://www.zawya.com/story/Riyadh_Metro_Project_applies_worldclass_best_working_safeguards-ZAWYA20160802034758/
May 17th, 2016 - By Shawn Tully
August 2nd, 2016
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The Almabani Journal . Issue No.15 . May - August, 2016
