HSE Health Safety and Environment HSE insights Newsletter

1. ISSUE19/ MARCH2014CONSOLIDATEDCONTRACTORSCOMPANY
HSEInsights
HSE SAFETY
OBSERVATION CARD
TRENDANALYSIS
THEASTANAWAY
HITS60MILLION&THE
IMPORTANCEOFASHOWCASE
TRAININGCENTER
SUCCESS&THE
DHP
TRAININGBUS
BOP
CCCA“GOLDENSPONSOR“
ATASSE’sEXHIBITON

2. ACKNOWLEDGEMENT
HSE Group would like to acknowledge and thank everyone that contributed in
writing articles for this month’s edition of HSE Insights Global newsletter.
The Project management and construction staff contribution reflects a good healthy
image, commitment and will send the right message regarding HSE throughout CCC
as a company.
If you are interested in contributing in future editions, please send your input to
hsegroup@ccc.ae before the 12th
of each month.

3. HSEInsights
CONTENTS
19
11
13
04 Quote of the Month
05 HSE Performance Measuring & Monitoring
06 Achieving 60 Million Lost Time Injury Man-Hours
07 BOP Training Center
10 HSE Safety Observation Card Trend Analysis
11 CCC Clean & Green - Lusail Multi-Purpose Hall
13 PPE Free Zone
15 Health Corner- Do You Have Sitting Disease?
17 600,000 Safety Observation Cards
18 Work Safely with Concerete and Cement
18 HSE Group Initiatives
19 HSE Projects News
20 Project HSE Major Awards and Achievements
Newsletter Contributors
Contents
Newsletter Team
Robert Davies - Group HSE Director
Charles McDaniel - Corporate HSE Training Manager
Hazem Faraj - Corporate Sr. HSE Coordinator
Newsletter Editor
Mohamad Ghadban - Corporate HSE Training Coordinator
Dr. Victor Karam- Corporate Health/Medical Manager
Hasan Hasanain - Corporate HSE Manager
Anan Al Amad - Project Manager
Trevor Jones - HSE Manager
Buks Beukes - HSE Manager
Abdullatef Tanerah - HSE Manager
Irvine Watson - Security Manager
Rickie Morgan - Superintendent
Ricky Carreon - Sr. HSE Officer/Trainer
Shadi Alhejazeen - Sr. HSE Supervisor
07

4. Quote of the Month
“In the middle of every
difficulty lies opportunity.”
Albert Einstein
4

5. HSE PERFORMANCEMEASURING & MONITORING
The CCC HSE management system is established,
documented and maintained in line with the OHSAS
18001:2007 standard requirements. The company HSE
policy statement, procedures, legislative compliances,
performance monitoring and continual improvement are
core elements of the HSE management system.
Model of OHSAS 18001:2007
The CCC HSE management system aims to provide the
framework and tools to manage evolving HSE issues
quickly and easily whilst meeting the high standard of
HSE performance and expectation of both the client and
regulatory authority. It also serves to ensure that a safe
and healthy working condition is provided to our em-
ployees, avoidance of injury to any person, damage to
equipment or property, or any harm to the environment
as a result of the activities for which the company has
responsibility.
The primary purpose of measuring HSE performance is to
provide information on the progress and current status
of activities carried out by the company to control risks to
health and safety which has effective benefits in planning
and decision making.
It is defined in the CCC HSE management system that HSE
performance must be measured and monitored using
qualitative and quantitative measures. Both proactive
and reactive measures of performance are used for HSE
performance monitoring and evaluation.
The HSE performance is continuously monitored at all
levels of the organization from day to day monitoring by
Project HSE staff, the Projects Management, Line Man-
agers and Supervisors to periodic audits of management
systems by Project Management and also by Corporate
HSE group through corporate HSE Audits, Cold Eye
Reviews, Project Incident Register, Project Safety Obser-
vation Register, Project KPI’s, periodic examination of
documents and monthly project reports. This monitoring
aims to assess how effectively risks are controlled, and
how well a positive health and safety culture is developed
at the project level. The following techniques are used for
measuring the Performance in CCC projects:
•Reactive Monitoring which is looking at events that
have passed, arguably monitoring failure. Thus, by count-
ing the number of unwanted events such as accidents or
incidents (near misses), ill health, losses from property
damages, dangerous occurrences, environment accidents
and chemical, gas and/or oil releases.
The projects HSE department and the Corporate HSE
Group are monitoring the project performance over a pe-
riod of time and the trend analysis is developed to make
comparison with similar performance data for different
time periods for the same project or with other CCC
projects.
The Incident Register and the trend analysis are being
used to find out the causes of these failures, to learn from
these mistakes to prevent reoccurrences of injuries and
work-related ill health in future and to improve the health
and safety management system and risk control.
•Active / Proactive Monitoring which measures the
effectiveness of the management systems, the extent of
compliance with standards and the HSE management
system requirements. Also, the achievement of plans and
the goal which is ‘Zero’ fatalities or serious injuries.
The projects HSE department and Corporate HSE Group
use different tools and techniques to monitor the perfor-
mance of the projects, namely, observation safety register
and the trend analysis, the HSE site inspection reports,
HSE Audits (internal or external), HSE management week-
ly walkthroughs, Safety Observation Card records by all
projects staff, the Job Safety Task Instruction (JSTI) - Pre-
task talk records, Stop cards (for unsafe conditions / acts)
to name a few.
This type of monitoring provides a firm basis for making
decisions regarding improvement in risk control and the
health and safety management system.
As well it measures success and reinforces positive
achievement by rewarding good work, rather than pe-
nalizing failure after the event. Such reinforcement can
increase motivation to achieve continued improvement.
The performance measurement is a key step in any
management process and forms the basis of continuous
improvement. If measurement is not carried out correctly,
the effectiveness of the health and safety management
system is undermined and there is no reliable information
to inform managers how well the health and safety risks
are controlled.
“You can’t manage what you can’t measure” – Peter Drucker.
5
Hasan Hasanain|HSE Manager| HSE Group

6. “Achieving
60 Million
Lost Time Injury
Man-hours”
On the 10th March 2014
the Barzan Onshore Project,
CCCT/JV achieved a milestone
achievement of 60,000,000.
Lost time Free Man hours.
So how has the project man-
aged this remarkable figure?
Firstly it must be recognized
that this is no single person’s
efforts, but rather a continu-
ous team effort and Partner-
ship between the Client (JGC),
The Company (Ras Gas) and
CCCT/JV (Who together with
other Sub-Contractors have
achieved over 155 million LTI
free Man hours)
The Project Manager Mr.
Anan Al Amad, has stated
clearly, his intent that Safety
is the leading priority on the
project, and he has demon-
strated this physically by his
personal drive, energy and
support, at all times, he has
allocated resources, both
project and budget to drive
the SHE’S program to ensure
it’s, momentum and success.
And he continues to demand
from his Construction team
their involvement and support
for the continual high levels
of compliance to the program
that he and Client expect.
The Construction Manage-
ment team have embraced the
SHE’s program requirements
have each in their turn shown
and demonstrated their indi-
vidual support, to the require-
ment.
This public demonstration of
support and involvement by
the Senior Management Team
to the High levels of compli-
ance has been instrumental, in
cascading down wards to the
work force the expectations
and demands that are re-
quired to succeed in imple-
menting the highest standards
in the work place.
The SHE’s training that is
delivered to the Project work
Management and Workforce,
is of the highest quality that
can be delivered. The environ-
ment that the training is con-
ducted in has to be and is of
the highest possible standard.
The Training where possi-
ble is delivered in the native
language of the workers, and
the supporting documents are
translated so as information
absorption is maximized, this
is then reinforced by practi-
cal training in the specially
developed and built SHE’s
training area (this provides
physical reinforcement of
the class room sessions, and
introduces the students to real
world visual acclimatization in
a controlled environment that
replicates what they will see
and what they are expected to
do, on site.
SHE’s programs that are par-
ticularly important to achiev-
ing the land mark have been,
the Total Safety Task Instruc-
tion (TSTI), the Behavioral
Observation and Interventions
(BO&I), and the Step back 5
x5, also the JSA’s these four
programs effect the workers
awareness of their immediate
work place and clearly identify
the hazards that are present
and the preventative measures
that need to be taken to pro-
tect the worker, this get the
away from the traditional reli-
ance on PPE as the only rather
than the last line of defense.
There has been targeted
encouragement and develop-
ment of the line Supervision
by providing additional Safety
Leadership Training, which
clearly outlines their responsi-
bilities, to their workers and to
the project. This supplements
the required training as per
the Project Training Needs
Matrix. Together this maxi-
mizes and develops the site
supervisions knowledge and
confidence to manage Safety
in his area of responsibility.
Higher than normal project
ratio’s for SHE’s Staff also
impact positively on reducing
incidents and accident, the
long term benefits to the proj-
ect are, improved quality and
progress achieved through
less stoppage time (as a result
of injuries and investigations)
and financial benefits due to
saving on medical bills and
higher insurance costs.
Incidents that do occur are
thoroughly investigated and
action plans developed to
address lessons learnt, that
are addressed and closed
out completely and on time.
To give a more scientific
approach to the manner in
which incidents are dealt with
number crunching in the form
of analysis of JSA’s, TSTI’s and
BO&I’s give a clear percent-
age of quality of the docu-
ments and their findings , this
when over laid with the inci-
dent frequency indicates if the
tools are having an adequate
effect on reducing accidents,
(Data: would indicate that
when the quality of TSTI’s falls
below 80% the incidents of
accidents increases)
A SHE’s officer work program
has been developed complete
with check sheets that focus
and energize the site SHE’s
team, to address the issue of
complacency, this also pro-
duce data that indicates devel-
oping trends in area’s that can
be addressed proactively.
Identified trends are specific
Tool Box Talks and Safety
Booths that are constructed
on site to High light to the
worker’s and reinforces the
requirements at their place of
work. Additionally the use of
a Mobile Training Class (Battle
Bus) that takes training di-
rectly to the site reduces time
away from site and provides
specific training where it is
most needed.
Finally the Safety Incentive
award scheme cannot and
should not be forgotten, here
on BOP the investment has
been generous and huge,
but it has paid dividends the
workers see the quality of the
awards and are enthused to
actively get involved in the
SHE’S program, an example
is a worker who wrote a song
praising the quality of the
projects PPE and how it helps
and protects him through
the day, this song (and his
voice) was received with great
enthusiasm by the workers to
the point where he toured the
whole site and performed his
song, He also performed for
other Sub Contractors (Hence
advertising CCCT’S Safety
Credo and Reinforcing the
Companies Reputation as a
Leading Light on The Project)
So Quality Safety Perfor-
mance can be achieved and
maintained on Projects, but it
takes hard work, diligence and
Team work between SHE’s and
Construction, and the absolute
Support and Leadership of the
Project Manager.
6Anan Al Amad|Project Manager| BOP

7. BOPTRAINING
CENTER
Safety Training in Qatar has been ongoing for many
years. Each projects trains thousand of workers
annually in a bid to ensure we all go home incident
injury free.
Safety awareness training is essential for the work-
ers, allowing them to gain a full and better under-
standing of safe working practices. The training
area’s are constructed to replicate actual site condi-
tions, making it as realistic as possible
The lessons learned over many years has been built
into the training programs which is now regarded as
being very professional by our client.
Barzan Project has put all this knowledge, exer-
pertese and training into one location. A working
heights scaffold and the surrounding area has been
fully utilized to cover all aspects related to site safe-
ty awareness.
The Working @ Heights training has taken this
training to a whole new level. The lifelines that are
commonly used in the Middle East and other parts
of the world was originally developed by CCC in
Qatar shortly after the 2005 Working @ Heights
Regulations was introduced.
The introduction of this changed the traditional ways in which
tradesmen carried out there work at heights.
This new HSE guidelines for working @ heights drove the need
to develop lifelines allowing the workers a safer working envi-
ronment. Further training programs were required and devel-
oped to teach workers how to use them safely.
Lifeline training is taught on every project in Qatar. Training
scaffolds have been designed to cover all aspects related to
Working @ Heights activities, which has now been standard-
ized and taught on every project in Qatar. The designs for
these training scaffolds will be made available for other proj-
ects outside Qatar which will include the design and quantities
of materials required to construct them.
This article will show pictures located on and around the
training center demonstrating how a great deal of thought has
been put into the overall design and layout.
Over head protection fan lifts hoisting and lifiting gin wheels and
ropes
7

8. PPE Hand protection and pinch points
Practical Training area for Manual Handling
lifting Techniques safety barricade identification
color codes related.
Eye Wash Station Welding cutting flame control
Harness inspection
General Information vitally important
for the users,EN Standards Related to
Fall Arrest Equipment
• Fall arrest Harness must comply to EN
361
• Fall arrest Connectors must comply to
362
• Fall arrest Lanyards must comply to EN
354
• Fall arrest energy absorbers must comply
to EN 355
Care and Attention
• All harnesses and lanyards to be stored
in a dry well ventilated store.
• If a harness or lanyard comes in to con-
tact with salt water or chemical it must be
washed in warm soapy water then rinsed in
clean water to remove the soap
• A wet harness and lanyards should be
hung to dry in a dry well ventilated build-
ing.
• Any defects found the harness or lan-
yard must be removed from circulation and
reported and destroyed if necessary.
• Do not paint a harness or lanyards.
• Never leave the harness or lanyard where
it will become subject to weather condi-
tions.
• Never expose a harness or lanyards to
extreme heat.
• Harnesses and lanyards must be inspect-
ed before use.
Inspection Fault Finding
• Check all stitching and webbing for signs of
• Fraying
• Splitting
• Scorch marks
• Undue wear and tear
• Decay.
• All belts, buckles, straps or any other type of connecting device must
be in good
• Working order.
• Karabiners/ Scaff & Snap Hooks or any other type of connecting
device to be self closing self locking.
• All Metal Devices to be free of Decay Twists Bends and Fractures
• Must be free of excessive grease oil or paint.
• Impact shock absorbers must be tightly packed as per the original
manufacturers packing.
Access and Egress
Freestanding ladders:
Every sloping ladder should stand on firm level base and be supported
only by the stiles. Where practicable, it should be set at an angle of 4
vertical to 1 horizontal.
The stiles should be securely fixed at the top by lashings, or by other
means.
ladders longer than 3m should be either footed or lashed near the top
to prevent the bottom from slipping.
Footing a ladder is only effective up to 6m.
All ladders regardless of height it is preferred that they be lashed to
prevent slippage.
1.0m
4.0m
75 Degrees
Access the higher elevations on the training scaffold has been made by means
of staircases constructed out of scaffolding.
8

9. Grating removal training
which is built into the
training scaffold
Over head view of the grating,
which is safely secured
and safety associated access
below and above controlled
By means of safety barricades
View from below and the con-
trol measure in place
View from above and control
measures in place
HSE Guidance
Avoid working @Heights
Prevent falls from Heights
Mitigate the consequences of
any potential fall from Heights
Suspension trauma is a killer and
occurs when a person is hanging
vertically and motionless in a full
body harness and cannot or does
not move their legs. Hanging
vertically and motionless restricts
the flow of blood around the body
which builds up in the legs and is
known as pooling. The heart beats
faster due to the restricted blood
flow caused by the pooling in the
legs and results in a person be-
coming unconscious in as little as
5 minutes and can result in death
within 30 minutes.
People Working @ Heights and
exposed to potential falls are at
serious risk of suspension trauma
if they are required to wear and
use a fall protection equipment
such as a full body harnesses and
associated equipment.
If a person was to fall and hang
vertically and motionless in a full
body harness they are immediate-
ly subject to potential suspension
trauma.
The rescue of a fallen worker must
be immediate and rapid. A rescue
plan must be in place before any
work is allowed to start and all
involved are aware of the plan
and what measures and means of
rescue are in place.
HSE Requirement
Method Statement
Job Safety Analyses
Rescue Plan
Tool box talk
Pre task talk agreeing who will be
doing what, when and how, con-
sidering the progressive changes
during the task.
Suspension trauma awareness
training is essential for all those
who work at heights and required
to wear personal fall protection
equipment.
Horizontal life lines Training:
All candidates are taught how to use the horizontal lifelines safely and all have to do participate in walking the beam.
Safe means of access along the beam using the lifelines and associated fall protection equipment being demonstrated by CCCC
Scaffolding Superintendent Mr Dean Smith.
Confined Space Training
The Training area includes
Confined space training. On
a mechanical project this is
essential training.
An old false work column
shutter has been used to rep-
licate a vessel, making
it a realistic as possible.
9
Trevor Jones|HSE Manager| BOP

10. HSE SAFETY OBSERVATION CARD
TREND ANALYSISWhen we are young our parents tell us to learn from our mistakes and not to make the same mistake twice, as Lessons Learned from
thepreviousProjects,theHSES.O.C.TrendAnalysiswasproventobeavaluabletool toreducetheriskandimprovethesafetyculture.
The purpose of the HSE S.O.C. Trend Analysis
• Hazards and unsafe acts prevention is everyone’s Job and is an
essential part of our safety program.
• It is a simple technique to plan safety into the workplace.
• If everyone is involved in the process, then we can help elimi-
nate the hazards before we start work so no one gets hurt in the
workplace.
• This program will help you learn how to identify hazards and
unsafe. acts and how to use the Safety Observation Card (SOC) to
help eliminate hazards from our jobsite, thus minimizing poten-
tial incidents and injuries.
What Are Safety Observations?
• A way of identifying safe/unsafe acts, conditions and
near misses.
• A way to recognize and encourage good performance.
• A mechanism for eliminating unsafe acts and condi-
tions.
The HSE Department utilizes the information gathered from
the Observation Cards the information from the (SOC) is bro-
1. Body Positioning
2. Body Usage
3. Office/Other Ergonomic Behav-
iors
4. Work Area Maintained
5. Tools & Equipment Operation
6. Procedures
7. Plant, Equipment, Vehicle Op-
eration
8. Environmental Behaviors
9. PPE Use
10. Other Behaviors
Those 10 categories are broken down into sub-categories for a
total of 52 items that gives us a good cross section of the project
as a whole to base our analysis off. Observations can be both
positive and negative In the case of negative observations this
gives us an idea of where need to focus our attention, and how
to tailor our training programs to meet the needs of the project
more effectively
And for positive observations we can look at what is working and
help emphasize that point more to the project
Examples:
• Working in an excavation that is 1.5m or deeper that has not
been properly shored.
• Intentionally removing protective guards or safety mechanisms
from tools.
• Materials or tools left lying on elevated positions so that they
could potentially fall.
As the O&I Cards are turned in the information on them is
entered into the matrix which in turn generates our charts
Proactive Analysis
The SOC Trend analysis provides a firm basis and clear
indication on the risks and workers behavior on site which
helps to avoid incidents, and it facilitate making decisions
regarding improvement in risk control and HSE manage-
ment System.
Benchmarking
The SOC and Trend analysis is a good benchmarking tool,
it provides continuous learning from different project sites
activities, conditions and workers behaviors , learning more
about the project and different sites strengths and weak-
nesses, and then acting on the lessons learned. Which
leads to real improvement in the safety culture and HSE
management system.
Changing safety behaviors through
the observation card
The SOC and Trend analysis measures
success and reinforces positive achieve-
ment by rewarding good work, rather
than penalizing failure after the event.
Such reinforcement can increase mo-
tivation between workers and improve
the safety environment and culture
which will change positively the safety
behaviors in the project and in CCC
company as all.
The HSE Department utilizes the results of the Trend Anal-
ysis to establish if and where an audit may be required as
well what type of training either classroom or Site training
needs to be conducted. The area of concern will be contin-
uously monitored until the issue is resolved and all items
are closed outIn Conclusion, Working safely,It Is Better to
Be Safe than Sorry!.
10
Abdullatef M.A | HSE&S Manager| ADP

11. •Owner : QATAR OLYMPIC COMMITTEE (QOC)
•Client’s Representative: ASTAD •Consultant : KEO
•Designer: DAR
•Construct an Olympic multipurpose hall for three sports
(Handball, Basketball and Volley ball comply with local and
international standards for the federation of the three sports;
designed to achieve at least three stars under the Qatar
sustainability assessment system (QSAS).
•The total plot site area is approximately 387,123.4 m2; The
Project Consist of three main constructs/buildings with soft
and hard landscaping and vehicle passages and parking’s;
the building are distributed as follows:
•Building No.1: referred to as the“Multi-Purpose Hall“, is
the main Arena hall with footprint coverage area around
49,315 m2. It contains the main arena and two training halls
with other rooms and facilities for the athletics, operator
and spectators. The hall also contains a VIP areas and VVIP
lounge.
•Building No.2: referred to as the“Cooling Tower Building”
(utility Building #01), is the cooling tower room, it is under-
ground spaces opened to sky and surrounded by a steel
mesh fence. The total plot area is around 910 m2.
•Building No.3: is the Microwave Tower
CCC Clean & Green - Lusail
PROJECT DESCRIPTION
“Package I“Substructure works”commenced on 6th
Nov. 2012 and completed on 30th Sept. 2013. Package II
commenced on 28th Jan. 2013 with 58 % overall progress
status“as of 21st mar. 2014”and targeted to be completed by
end Dec. 2014. Package III“Envelope works”was novated to
CCC/TCC JV on 9th Oct. 2013 and targeted to be completed
on 11th July 2014”.
The overall structure geometry was done by keeping in view
of storms, high winds and number of people occupies the
stadium.
Civil construction is a great challenge in Qatar due to the
adverse and extreme weather conditions. Hence HSE plays
a major role to take care of the health, safety and welfare of
the workforce in LMH project.
LMH safety team has strong commitment and endeavor
towards safety.
The team comprises with a Senior HSE Manager, Deputy HSE
manager, Safety supervisor and 81 Safety Officers (including
subcontractors).
PROJECT NOTES
Commitment to HSE is very important to LMH Project
Management Team. We strive to maintain Health, Safety and
Welfare of our employees continuously by placing the best
HSE practices and standards by implementing good HSE
procedures in the workplace, as welfare of our em-ployees is
our main construction asset on site.
COMMITMENT TO HSE
The LMH project team is creating a positive safety culture by
displaying safety posters, posting warning signs and giving
handouts. To encourage and recognize the workforce LMH
team is running an incentive scheme under the name of
“safety awards”every month. We established a safety com-
mittee in collaboration with construction team for periodical
inspections.
ESTABLISHING SAFETY CULTURE
A Risk assessment will protect workers and construction
business as well as complying with Law. Hence LMH team
made a rule, that for all the activities prior to the beginning
of the job, Method statements and JHA’s must be submitted
and approved by the HSE Department.
Apart from this, a task risk assessment by the supervisor
and area safety officer must be done and discussed with the
workforce in the everyday JSTI (Job safety task instructions)
talk.
RISK ASSESSMENT
A MUST FOR ALL ACTIVITIES
Provision of HSE Training to employees increases safety
awareness and improves the safety records of the com-
pany. Therefore, our HSE Training Department conducts
many spe¬cial trainings, like Working at heights,(including
practical) Confined Space, Emergen¬cy Evacuation etc., for
all employees as part of standard procedure. HSE training
passports are provided to all the employees after the com-
ple¬tion of the training.
TRAINING SKILLS
AND DEVELOPMENT
11

12. We have approximately 65 numbers of subcontractors are
working under CCC in LMH project. As they come from a
different environment and safety culture, LMH team give
utmost importance for team work, in coordinating with
sub-con by conducting regular and periodical meetings for
dealing various safety aspects in the project.
SUBCONTRACTORS TEAM WORK
Environmental Protection takes one of main part in deliv-
ering safe work environment for our employees; therefore,
LMH Team takes diligent care of various environmental pro-
tection activities, like separate wastage areas with adequate
waste skips, implementation of segregation method, spill
kits, drip pans and bounded walls for liquid storage areas
at site office & camp areas in order to maintain auspicious
conditions near work & rest places in spite of hard desert
ENVIRONMENTAL PROTECTION
Fitness of the workforce is given top priority, hence LMH
team is established a well-equipped clinic with qualified doc-
tors and male nurses. Periodical health checks and constant
monitoring of the health condition of the workforce are a
regular practice in LMH project.
HEALTH SURVEILLANCE
Transportation:-Traveling takes time, costs money, involves
risks and generates greenhouse gas. Each kilometer of car
travel avoided saves up to half a kilogram of greenhouse gas.
Hence all the trips are planned and site visits are scheduled.
Electronics:- Computer and laptops with screen savers don’t
save energy. As a energy saving measure LCD panel mon-
itors are used in LMH project. Periodical maintenance to
the Air conditioners, kitchen and canteen Fridges and Copy
Machines and other appliances are in progress.
ENERGY SAVING MEASURES
The LUSAIL MULTI- PURPOSE HALL project (LMH) has re-
vamped our Environmental outlook to encompass the three
R’s (Reduce, Reuse, and Recycle) in our endeavor to“promote
sustainability”and“protect the environment”The project’s
goals are to move toward Zero Waste to Landfill across the
site through innovative ideas and technologies that will
eliminate waste pile up.
LMH’s focus will be on reduction and re-usage since there are
limited means of recycling in the State of Qatar. Where ever
possible, CCC and Contractors are expected to limit their sus-
ceptibility to waste pile up, through efficient procurement
and inventive ideas for material reuse.
REDUCE, REUSE, RECYCLE
Project free LTI Performance
Total Man-hours -16,537,458-as of (19th March 2014)
Total Current Man Power -8094- as of (19th March 2014)
LMH PROJECT STATISTICS
100% TIE OFF TRAINING
REGULAR WASTE REMOVAL
JSTI TALKS
MESS HALL
BLOOD DONATION HOUSEKEEPING
& NEWSLETTER
12
Buks Beuks|HSE Manager| LMH

13. Currently CCIC are in the third year (final
year) of Phase 1 for Qatar Petroleum’s
Multi Purpose Administration Complex
(MPAC) Flagship Headquarters, just
outside Ras Laffan Industrial City (RLIC)
in the State of Qatar.
The MPAC project is one of the highest
profile construction sites currently in
RLIC and Qatar, it has received many
prestigious visits in recent months
including a visit from The European
Network for Construction Companies for
Research and Development (ENCORD), a
group made up of Global HSE Managers
from various high profile international
companies from around the world, such
as Balfour Beattie, Bam, Bilfinger Berger,
Skanska, just to name a few, who after
their visit praised the MPAC site and the
management for the outstanding effort
in creating a safe working environment
and safety culture for all involved on the
site.
Civil Construction projects in Qatar
bring their own unique challenges, due
to the harsh climate and environment,
dangerous indigenous species, which
are found here and of course, the high
temperatures and humidity throughout
the summer months, which here in Qa-
tar can last up to 7 months of the year.
From the onset of the MPAC Project all
the workforce have been exposed to all
of these elements in one way or an-
other, so in an effort to deliver break-
through solutions to address these
safety challenges, especially when it
comes to the Summer months (Heat
Stress Season), a visual site survey of
the workforce personnel, their activi-
ties and their rest facilities was carried
out to determine if any improvements
could be implemented.
Observations identified from, Daily Safe-
ty Walkthroughs and Weekly Manage-
ment Walkthroughs, Safety Reports, plus
the aforementioned Site Survey was that
the general work force were starting
to display sign’s of fatigue and looked
to be struggling with the exposure to
the heat and sun, this was primarily
identified due to the lack of adequately
designed shaded areas during the initial
construction phase of MPAC project.
Observations included:-
Workers were removing there PPE (cov
eralls, hard hats) on site in order to try
to cool down.
Drinking water stations, toilet facilities,
rest shelters and smoking shelters were
sporadically placed around the work
site.
Design of the shelters was
uniform but did not include ade
quate shading, lighting or ventilation.
Shelters were located near ongoing
work activities such as excavations and
concreting operations, therefore ex-
posing the workforce to the hazards
associated with these activities examples
being dust, noise, chemicals etc.
During the summer months (Heat Stress
Season), another concern that had been
raised, was for the Muslim employee’s
on the site, especially during the Holy
Month of Ramadan, as Ramadan during
the life of the project has fallen at the
Peak of the summer months (Heat
Stress Season). We found that these em-
ployees’s were going to the rest shelters
at prayer time and removing there PPE,
in order to pray. The introduction of
dedicated site based Mosque’s became
part of the PPE Free Zone.
After assessment and evaluation of all
the observations an idea was formed in
conjunction with all Safety personnel,
CCIC construction managers involved
on the MPAC Project, to introduce
specific self contained PPE free rest ar-
eas of a standard design and adequate
dimensions (approximately 25 meters
by 15 meters), which would be located
at a safe distance from the construc
tion activities. Therefore providing rest,
smoking, eating, ablution, waste man-
agement, HSE information and prayer
facilities for the MPAC employee’s on-
site, within a Secure and Safe Environ-
ment.
PPE Free Zone’s: Standard designed
amenities will include:-
•Rest Shelters with seating capacity
for 60 to 100 personnel with a mini-
mum 4 industrial fans for cooling and
air flow,
•Smoking Shelter Facility with indus-
trial fan for air flow,
•Mosque with AC Units,
•Toilet Block,
•Washing Facilities,
•Refrigerated Drinking Water Stations as
well as additional water Igloo’s.
•HSE Information Boards (PPE Require-
ments, Safety Alerts, TBT etc in the
various languages),
•Heat Stress Index Board,
•Heat Stress colour coded Flags (Green,
Yellow, Orange & Red).
•Wind Sock,
•Waste Management Facilities compris-
ing of the colour coded waste skips with
dedicated cleaning crews.
As the buildings increased in height,
CCIC introduced smaller rest areas
at elevated points within each of the
buildings; this offered employee’s
somewhere to cool down relax and take
refreshment without removing their PPE.
PPE FREE
ZONE
13
PPE FREE
ZONE
MPAC

14. The ground level rest shelters would
be classified as PPE Free Zones with-
in a boundary fence line, where as the
additional at height rest shelters would
only be for rest and refreshment at the
work location, this avoided the need for
employee’s working inside the building
from unnecessarily having to travel up or
down the 11 floors of the Office Canteen
Building (OCB for example), especially
during the Heat Stress Season.
The management and Safety Depart-
ment introduced the following mea-
sures:-
The Safety Challenge:-
•Harsh Climate.
•Indigenous Species.
•Ramadan.
•Multicultural Workforce.
•Heat Stress.
Heat Stress:-
•Introduction of PPE Free Zones & Rest
Areas at Height.
PPE Free Zones:-
There are 4 main locations within the
MPAC site firstly the largest construction
is the Office Canteen Building (OCB)
comprising of two (2) towers North and
South, the North tower has 7 floors and
South tower has 11 floors.
Secondly there is Central Plant &
Sub-station (CPB) this comprises of two,
2 storey buildings.
Thirdly there is Medical Center and
Heli-Pad, this comprises of one 2 storey
building.
The final construction area is the infra-
structure, which is located away from the
main buildings work activities.
For any staff/engineers, that have to visit
the site on a daily basis they are walking
from the Temporary Site Facility Offices
(TSF) to each location,
the current distance is approximately
5 kilometers around the site. There are
several disciplines and trades that have
to do this walk on a daily basis therefore
the PPE Free Zone during the Heat Stress
Season was very well received by all on
site.
In addition a mobile phones policy of
“use in the PPE Free Zones” was imple-
mented and enforced; this reduced the
“temptation” for Mobile phones to be
used by the workforce in the high risk
construction areas.
Information on correct PPE to be worn
is displayed on all exits of the PPE free
Zones to ensure all employees are fully
compliant and wearing their correct PPE
before they return to their work area.
Thinking behind PPE free zones:-
This enabled employees to remove all
PPE including coveralls to ensure maxi-
mum rest, relaxation, replenishment of
water and cooling down periods. The
catalyst for introducing these measures
came from the site management teams
desire to comply and improve upon Qa-
tari Labour Law, Qatar Petroleum’s HSE
Heat Stress requirements and CCC Heat
Stress Policy.
Safety Opportunity:-
One of the greatest advantages we
found was that these PPE free zones
offered and provided an excellent
opportunity for CCIC HSE department
to disseminate HSE information such as
Hazard Identification, Hand Safety, Use
of Power/Hand Tools, Working at Height,
Confined Space, home made / damaged
tools display cabinets to mention a few,
this was done with the aim to refresh the
core safety values held by CCIC
to the entire work force in a
localised area, with a captured
audience, therefore providing the
workforce with an onsite information
centre.
Outcome:-
•The PPE Free Zones enabled the MPAC
HSE team to identify 11 minor first aid
cases (first symptoms of heat stress):
nausea/dizziness and provided instant
medical treatment therefore ensuring
that the identified cases did not develop
to a greater level. (7 cases during Rama-
dan)
•A rested, relaxed and refreshed work-
force, therefore reducing fatigue levels.
•PPE compliance at an exceptional level.
•Enhanced integration of nationalities as
PPE free zones encouraged cross nation-
ality dialogue.
•A great Reduction in the unauthorized
use of mobile phones in the construction
areas.
This has been backed up by the sites
current safety statistics:-
•Project free LTI performance, to date is
currently 19,659,058 (14th March 2014)
•Total current Man Power 3,267 as of
(14th March 2014)
•Direct on-site Man Power 2,971 as of
(14th March 2014)
•In-Direct Man Power 296 as of (14th
March 2014)
•TRIR 0.050
14
Stuart Tannahil |HSE Manager| MPAC

15. Do You Have Sitting Disease?
Too much time sitting
down may spell bad
news for your health.
Here are 11 solutions
Chances are you're reading this article sitting down. And
if you're like most computer users, you've been in your
chair for a while.
You're probably inactive for more of your day than you
realize. Do you sit in your car while commuting to an
eight-hour-a-day desk job and then unwind in front
of the television all evening? Do you depend on email,
direct-deposit paychecks, and online shopping to accom-
plish tasks that 10 or 20 years ago would have required
you to run errands?
If so, then you may have "sitting disease." That's the new
buzzword for a sedentary lifestyle that may put your
health at risk.
A growing body of research shows that long periods
of physical inactivity raise your risk of developing heart
disease, diabetes, cancer, and obesity. In January 2010,
British experts linked prolonged periods of sitting to a
greater likelihood of disease. And that same month Aus-
tralian researchers reported that each hour spent watch-
ing TV is linked to an 18% increase in the risk of dying
from cardiovascular disease, perhaps because that time is
spent sitting down.
You’re meant to Move
“Human beings evolved as a walking entity, exploring
the world on our feet,” says James Levine, MD, author of
Move a Little, Lose a Lot.
“The strangest thing in the world is that people spend all
day scrunched in a chair. It’s a form of physical entrap-
ment,”
“Fight sitting disease by taking steps to become more
physically active. But how do you actually do that when
you’re locked into a lot of sitting time at work and getting
around town”?
•Get NEAT. Levine recommends studding your day
with non-exercise activity thermogenesis (NEAT). NEAT
includes stretching, turning, and bending. Aim for 10
minutes of NEAT each hour. “When I speak to the patient
who is battling with a sedentary lifestyle, ‘I can’t afford
the gym’ is no longer a barrier,” Levine says. “What I’m
asking you to do doesn’t cost anything. You integrate
activity into your day, whether pacing around on the
telephone, not using email, or taking the kids for a walk in
the mall.”
15
HealthCorner

16. •Think beyond your workout. Even if you exercise
at lunch, you may still be sitting too much. “Getting
one hour of exercise in the middle of the day is ob-
viously going to be better than not doing anything,
but that still leaves approximately seven hours of
predominantly sitting during the workday,” David
Dunstan, PhD, says. “We have to have a whole-
day approach to physical activity promotion,” says
Dunstan, who heads the physical activity laboratory
in the division of metabolism and obesity at Baker
IDI Heart and Diabetes Institute in Melbourne,
Australia. He led the study on TV time and the
risk of dying from cardiovascular disease.
•Mix standing and sitting. Sitting
constantly is unhealthy, but
standing still for long stretches
of time can cause problems,
too, such as a bad back or sore
feet. It’s better to frequently shift
between sitting and standing, Dunstan
notes.
•Take regular breaks. “Most people
know
that if they don’t exercise, they’ll gain
weight, but they aren’t motivated to become
more active,” says exercise physiologist
Fabio Comana, spokesman for the Amer-
ican Council on Exercise in San Diego. Get
yourself moving more often with small goals,
he says. “Stretch out your entire body, all the
muscles that are cramped. If you do it five or six
times a day, you’ll start to notice a difference.”
•Pretend it’s 1985. Have a question for your
co-worker down the hall? Don’t shoot him an
e-mail; walk to his workplace and ask him face to
face. Some companies have instituted email-free
Fridays to get employees out of their chairs more
often, Levine says.
•Adopt new habits. Standing uses more muscles and
burns more calories than sitting, so train yourself to
stand whenever you talk on the telephone. Pace
during staff meetings if your boss will allow it. Ask
friends to go for a walk during lunch instead of
chatting in the break room. Use the stairs instead of
the elevator.
•Rearrange the office. Help your company encour-
age its employees to be more physically active with-
out suggesting that they install treadmills at every
workstation, Levine says. Start having walk-and-talk
meetings with your co-workers rather than confer-
ence room meetings. Move trash cans out of offices
to make people walk to throw out garbage. Relocate
water coolers by windows, where people will want to
congregate.
•Embrace new technology. Telecommute from a
park on a sunny day, or walk around outside while
participating in a conference call. “Instead of tying
people to their desks, technology is starting to
release people from their desks,” Levine says,
noting the widespread use of text messaging,
laptops, and cell phones with wireless
Inter- net access. “The evolution of
technology allows people to
be far more mobile.”
•End your workday with a bang,
not a whimper. Prolonged sitting at
work can tire you out, making you zone
out as 5 p.m. approaches, Comana
says. “But if you take a brisk, 15-min-
ute walk in the afternoon, you’ll be far
more productive in your last two hours. If
you’re worried that you don’t have time
for a walk, you may be surprised that
you get your work done more quickly
afterwards.”
•Rethink your commute. It’s dangerous to
try to exercise while you’re driving, but if you
take a bus or train to work, you can stand, clench,
and relax your muscles or get off a stop early and k
several blocks. If mass transit isn’t an option, find a
distant parking spot so you walk for a few minutes
before and after work, Dunstan says.
•Watch more television. That is if you vow to be
active when you watch. “It is not our objective at
all to discourage people from watching TV,” Levine
says. Pull your dust-covered treadmill out of retire-
ment, place it in front of the television, and only
allow yourself to watch when you’re walking. March
in place or tidy the room while watching. Research
shows that the longer you sit watching television,
the greater your waist circumference, and the higher
your risk is of dying from cardiovascular disease,
Dunstan says.
16
Dr. Victor Karam|Corporate Health/Medical Manager| HSE

17. 600,000Safety Observation Cards“A Safety Achievement!”
On 28th of February 2014,
CCTJV, along with other
Contractors in PMP, has
reached a Safety Milestone
in submitting a 600,000
total of Safety Observation
Cards (SOC), thus consid-
ered as an achievement in
terms of world class safety
performance. Qatar Gas
PMT Project Manager Mr.
Jim Ierubino, TCJV Project
Director, CCT Project Manag-
er Mr. Oussama EL Jerbi, and
other PMP project delegates
congratulated the CCT team
for the outstanding participa-
tion and contribution to this
achievement.
On the 10th of March 2014,
TCJV Construction and HSE
Manager , in collaboration of
CCT JV Site and HSE Man-
agers handed over, to all CCT
JV workforce on PMP, QR100
gift vouchers in CCT JV camp,
during a “hand-shaking”
ceremony, to convey the
management appreciation to
the workforce’s contribution
to the SOC program.
On the 20th of March 2014,
during the weekly Incident
Prevention Committee meet-
ing, and in presence of TCJV,
Qatar Gas PMT has handed
over to CCT JV a memento,
as a token of appreciation
for CCT JV’s valuable con-
tribution in the PMP SOC
program, in the occasion
achieving the 600,000 SOC’s
milestone achievement.
SOC is a proactive safety
management tool provid-
ing leading indicators on
site HSE performance and
critical areas for management
planning and deployment of
actions. wherein the Health,
Safety & Environment (HSE)
group analyses the data on
site, to generate reports
with recommendations on
the control measures to the
project management, high-
lighting the “weaknesses”
and “Strengths” in terms of
safety performance based
on the rate of occurrence of
the observations, and recom-
mending actions to be
PMP group photo was taken on the 04th of March 2014 at PMP Green field area (above
photo) where approx 1000 men from CCT JV participated.
17Rabih Rouwadi|Construction Manager| RGX
initiated to avoid reoccurrence of unsafe acts, or take oppor-
tunities by re-enforcing observed positive outcomes. SOC’s
are filled by each person on the project, thus recording safe
or unsafe observations. All employees on the project con-
tributed in the SOC program and CCT JV team have made
significant contribution to this Milestone and are proud to be
part of this significant achievement.
Qatar - PMP

18. WORKSAFELYWITH
CONCRETEANDCEMENT
Concrete is a common building material that can be used in
a variety of ways. It’s generally made by combining cement,
sand, aggregate (small stones) and water. When these mate-
rials are mixed in the correct amounts and if they’re further
strengthened by adding re-bar, fiberglass strands or plas-
tic rods, the concrete can be used to build roads, bridges,
buildings, septic tanks, floors, concrete blocks, and even
countertops for homes. However, anyone who uses or works
around concrete and cement should understand the poten-
tial health hazards and follow safe handling procedures to
prevent harmful exposures.
There are some applications of concrete that necessitate the
addition of other materials that could adversely affect health
if improperly handled. Additions may include alkaline com-
pounds (such as lime) that are corrosive to human tissue,
small amounts of crystalline silica that are abrasive to skin
and causes damage to lungs or small amounts of chromium
that can cause allergic reactions. The risk of illness or injury
from these additions in the concrete depends on the level
and length of exposure and the sensitivity of the individual.
Adverse health effects from concrete or cement are general-
ly the result of exposure through skin contact, eye contact or
inhalation.
•Skin Contact – getting cement dust or wet concrete on your
skin can cause burns, rashes, and skin irritations. Sometimes
workers become allergic if they’ve had skin contact with
cement over a long period of time.
•Eye Contact – getting concrete or cement dust in your eyes
may cause immediate or delayed irritation of the eyes.
Depending upon how much and for how long you get the
dust in your eyes, effects to your eyes can range from red-
ness to painful chemical burns.
•Inhalation – inhaling cement dust may occur when workers
empty bags of cement to make concrete. When sanding,
grinding, cutting, drilling or breaking up concrete, the dust
generated has the same hazards as the dust from cement.
Exposure to cement or concrete dust can cause nose and
throat irritation. Long term exposure to concrete dust con-
taining crystalline silica can lead to a disabling lung disease
called silicosis.There are ways to prevent or control negative
health effects when working with concrete and cement.
First of all, dress for protection. Wear alkali resistant gloves,
long sleeves and pants to reduce skin exposure to concrete
or cement dust, and waterproof boots that are taller than
the concrete is deep. Wear safety glasses with side shields
to protect the eyes or if it’s very dusty, goggles. Don’t wear
contact lenses. When dust can’t be avoided, wear employ-
er-approved respiratory protection. And remember to wash
your hands and face before eating, drinking, smoking or
using the toilet at the end of the day.
18
Shadi AlHijazeen |Sr. HSE Supervisor| DHP
HSE Training - MPRC, Algeria
MRPC Project, Algeria had a boost
in HSE Training with more than 100
employees trained over a 7 day period
during the Month of March 2014:
The courses were conducted by the
Corporate Senior HSE Training Coordi-
nator, Mr. Hazem Faraj and included:
1. HSE Managers & Supervisors HSE
Management System Induction
2. Risk Assessment
3. Hazards Identification
4. Train the HSE Trainer
The attendees displayed great enthu-
siasm and potential for improvement.
The courses were delivered effectively
with the support of Project Manage-
ment.
HSE Group NEWS
ASSE Exhibition
CCC contributed as a Golden sponsor,
in ASSE’s Exibition that took place on
March 17 2014. the American
Society of Safety Engineers (ASSE) is
the world’s oldest professional safety
society. ASSE promotes the expertise,
leadership and commitment of its
members, while providing them with
professional development, advocacy
and standards development. It also
sets the occupational safety, health
and environmental community’s
standards for excellence and ethics.

19. An essential part of achieving Incident
Injury Free working environment is pro-
viding effective and adequate training.
Effective HSE training given to
employees will teach them how to work
safely and protect themselves from any
injury. To enhance delivery of training,
DHP secured a Training Bus in Septem-
ber 2012 and is utilized daily for various
training requirements.
The advantages of the acquisition are:
· Reduce employees downtime and cost.
· Can conduct training in site.
· 4,922 employees have been trained on
the bus.
· 9,844 training man-hours achieved.
· Stand down..
· On The Job training in site
With the Training Bus going to site to
conduct trainings, we find it beneficial
as we can cover the 15km long road-
work site area for DHP. It also enables
us to sustain our commitment to HSE by
delivering needed trainings to our site
personnel helping them to work injury
free while working for CCC.
Dukhan Highway Project (DHP) Training Bus
Dukhan Highway Project (DHP) Shahaniya Camp
To further provide information for the
new residents we are in the process of
providing an information booklet ,the
contents will be covered by Administra-
tion Staff as an information /induction
process for all new employees and cover
standards for CCC/T residences. These
standards set out to reinforce CCC/Ts
commitment to improving to quality of
life for their employees in DHP Qa-
tar and in addition provide a relaxing
atmosphere for their workforce, with
recreational facilities ,plants, trees, and
paintings by our resident Picasso Mr.
Inderjit Singh.
19
Ricky Carrepm |Sr. HSE Officer| DHP
Barrie Dennis |HSE Manager|DHP
Projects HSE NEWS

20. Project HSE MajorAwards & Achievements
60
Million MAN-HOURS
BOP-QATAR
Congratulations!
Note: HSE Group has certain Achievement Milestones. Any projects reaching any of these milestones in the month previous to the
newsletter being issued will be mentioned in the Project HSE Major Awards and Achievements Page.
Milestone Mentioned upon completion of:
1,3,4,5,8,10,15,20,25,30,35,40,45,50,60,70,80,90,100 Million Manhours
To the HSE & Project Construction Teams and to all those who contributed
towards this outstanding achievement.
30
Million MAN-HOURS
AMTB-UAE
20
Million MAN-HOURS
MPAC-QATAR
15
Million MAN-HOURS
SML-QATAR
5
Million MAN-HOURS
WGPP-SAUDI ARABIA
4
Million MAN-HOURS
KBZH-MOROCCO
3
Million MAN-HOURS
DUAR-NIGERIA
20

21. HSEInsights
Phone : 00971 2 654 8000 | Fax : 00971 2 5540 675
email: hsegroup@ccc.ae www.ccc.gr Address: HSE Group, EPSO Building #4, Mussafah, Abu Dhabi, United Arab Emirates