WE BUILD
TRUST
Khayyat Bulletin, March 2013 - Vol.3 Issue No.3
www.khayyat-qa.com
ACKNOWLEDGEMENTS
KCT publication department would like to thank all who contributes,
supports and helps in creating the third edition of our KB newsletter.
For all inquiries, please contact IT Department or email to
newsletter@khayyat-qa.com
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CONTENTS
03
EDITOR’S MESSAGE
04
CEO
05
WHY THE RETURN ON EXECUTION IS THE
NEW RETURN ON INVESTMENT
07
PROCUREMENT MESSAGE
09
CONSTRUCTION DISPUTE RESOLUTION
MECHANISMS AND ADR METHODS SEMINAR
12
REASONS THAT THE HR IS FREQUENTLY
MISUNDERSTOOD
13
WHAT IS OUR HELP DESK TICKETING SYSTEM?
17
CONTRACT ADMINISTRATION
20
HILTON & UCC SIGNING CEREMONY
24
Face to face interview with Construction week Magazine with
Mr.Ramez Alkhayyat ( MD of UrbaCon )
29
NEW JOINERS
we are glad to announce our
new website launch
please visit us:
WWW.KHAYYAT-QA.COM
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EDITOR
MESSAGE
“You don’t write because you want to say
something; you write because you’ve got
something to say.” Reflecting on those words, I
am proud to present to you the third edition of our
fabulous newsletter KB (Khayyat Bulletin )
It is with great gladness and honor after presenting
the second issue of our fabulous newsletter KB
three months ago. that this furthur edition has
been produced It took hard work but by the grace
of GOD our dreams became true in the form of this
newsletter and it is in fact the result of all our hard
work. I always expect from my contributors that
they will give shine to our hopes and will share
hand in hand to make this newsletter a complete
blessing for all KCT employees. Contribute as
much as you can and give comments regularly to
make this newsletter the apple of every one's eye.
Contributors are our last hope to make this
newsletter better and gradually best. As everything
takes time so try to do your work slowly but
steadily, take time but do not waste time as it is
said 'Rome was not build in a day'. We will be
back on with our fabulous newsletter KB in August
2013.
I would like to take this
opportunity to thank each and
every writer for their
contributions, and, most
especially, thank them for
their confidence in our
newsletter
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AMR KHATIB
EDITOR-IN-CHIEF
MOUTAZ AL-KHAYYAT
CEO
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Why the Return
on Execution is
the new Return on
Investment
Execution is the name of the game It has been validated over and over again
that defining the business strategy only accounts for 15% of the business
financial performance as it relates to the business competitors. What is the real
difference maker is the execution, those who execute better, win.
CAROLINE DE CHADEREVIAN
CHIEF ADVISOR
MANAGEMENT AND HUMAN CAPITAL
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So what is Execution?
In today’s world, it is very hard to have any
sustained competitive advantage from superior
strategies alone. It is easy to copy a competitor’s
strategy, but much more challenging to keep pace
with a competitor’s high performing execution.
Improved business performance is not just about
leadership and management discipline; it is heavily
dependent on execution.
For those who follow sports, there is a common
theme between business and team sports. Your
business strategy’s desired outcome for a new
fiscal year is probably not much different to that of a
sports franchise – beat the competition. In
business, today’s difficult economic conditions can
put strategy through unexpected hoops. In sports, it
may be injuries or other unexpected variables that
create the unplanned challenges. Both entities are
equally driven by individual and team performance,
a fact that is more often underestimated in business
than in sports. The more management understands
the current performance levels of its talent and their
ability to address day to day business conditions,
the greater the opportunity for effective execution.
In sports, the strategy from one game to the next
will change based on the recent performance of the
individuals and how they match up with the
competition. In business, using the example of
strategic project construction, the project manager
needs to make sure he has the right team,
performing the right action in order to beat the
competition. The manager who understands how to
maximize return on execution depends on an
awareness of the strengths of the team’s talent in
order to execute different “game plans”. The greater
the manager’s insight into the performance
capability of the individuals and the team, the more
likely there will be consistent and quality outcomes.
There is a frequently used spot cliché that states
“the manager can only put the players on the field,
but the players have to execute”.
The reality is that management and talent are in the
game together and each needs to be aligned,
engaged and motivated to gain expected
outcomes.
Do you know how much of the operating expense
is comprised of labor cost? It is estimated to be on
an average of 70%. Of course, the average varies
within industries and business size. This percentage
is even higher in some cases. The blind spot and
active ingredient in executing the business strategy
is the talent. With the estimated 70% of operating
expense invested in a typical corporate workforce,
the effective alignment of talent or the lack of
alignment will make a huge difference. When talent
can and will walk away from your business to go
work for a competitor, or just go lay on the beach,
there is much at risk.
Human capital is a key to bottom line return.
Companies have been paying lip service to the idea
that “people are the companies’ greatest asset” for
years. In today’s business environment, companies
need more than lip service to succeed. People
drive not only value creation within an organization,
but also cost. More and more of a company’s value
is based on intangibles generated by talent. From
intellectual property to customer satisfaction, 80% of
a company’s valuation is now intangible. It is no
longer possible to look at a balance sheet and tally
up a company’s assets to estimate its value.
Infrastructure, plant operations, cash and other
capital assets no longer represent the
comprehensive view of the health of a company. In
the 21st century’s knowledge based service
economy, the impact of human capital is ever more
critical to success.
With the workforce comprising the lion’s share of
your expense budget, therein also resides the
active ingredient that executes the business
strategy: talent, the key to improving Return on
Execution. The sustained competitive difference
maker is high performing talent executing in
alignment with business strategy. Business results
are simply a function of “Strategy & Execution”.
With all other competitive differentiators neutralized,
people are the final remaining factor that can
provide a sustained competitive advantage for any
business.
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AHMAD JAAFAR
DIRECTOR, PROCUREMENT DEPT
PROCUREMENT
MESSAGE
As part of the ongoing effort to move ahead with KCT business, procurement sits at the
heart of the delivery process it must channel all its resources to provide support to
projects/sites and ensure the continuation of the flow of supplies and try to eliminate site
work delays and contribute to the final site delivery schedule.
Procurement is one of the most important support departments provided to the
company’s overall system.
It can play the role of service provider and contribute to the bottom line of total company’s
profitability and cut down material prices to reduce unnecessary or hidden costs.
Looking towards a bright future with KCT I am hopeful that the Procurement Department
will take the shape and image of capable human resources and become a great asset to
the company with a pledge and desire to become the best of all companies in the
construction industry. We are realistic and we will work with steady steps to achieve what
we are looking for and until all these hopes and dreams can come into fruition.
Looking forward to a great coming
year full of challenges and a fruitful
result and this of course will be with
the help and coordination of all
related KCT teams.
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CONSTRUCTION
DISPUTE RESOLUTION
MECHANISMS AND
ADR METHODS SEMINAR
On the 20th Jan 2013, the planning department in KCT
conducted a training introductory course on Construction
Dispute Resolution Mechanisms and ADR Methods.
The purpose of the training course was to increase planners
and project management staff awareness on this crucial issue.
The seminar took place on the 10th floor training room and was
attended by around 20 planners, project managers and project
directors.
SAMIR S. SAKKA
CORPORATE PLANNING MANAGER
The seminar was given by Samir Sakka, KCT Planning
Manager, where he discussed the mechanisms for conducting
various ADR methods and particularly arbitration and
mediation.
Samir also discussed other methods like the dispute resolution
board and showed the pros and cons of each. Subsequently,
some of the attendees shared their experience with dispute
resolution in construction industry.
All attendees expressed their interest in the seminar and
encouraged the planning department to conduct more
seminars to discuss such hot issues in the construction
industry.
It's worth mentioning here
that Mr. Sakka is a
candidate for Masters in
Law in Construction Law
and Arbitration and
Associate in the Chartered
Institute of Arbitrators.
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PLANNING
DEPARTMENT
WEBSITE
As part of the planning department strategic
plan, the planning department has launched a
dedicated website that will be utilized to access
KCT projects progress data anywhere in the
world.
All site based planners are updating their flash
reports on this website on a weekly basis and
KCT management can view their projects
progress online. The website access is limited
to certain personnel in KCT that includes:
Directors, Project Managers and Planners only.
In the forthcoming plans the planning
department will use KCTplanning.com to upload
numerous resources, reports and software to
enhance the working experience of all KCT
planners by exposing them to latest state of art
technologies in planning and IT.
Special thanks to
Khaled Koka, Planning
Assistant, for his
programming skills and
the IT department for
their assistance in
hosting the website
and their technical
support.
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The HR staff are committed to both
the welfare of the employees and the
company. They avoid causing both
parties issues that can affect their
working relationship.
NAJIB WAHIB KASSIS
SENIOR HR MANAGER
REASONS THAT
HR IS FREQUENTLY
MISUNDERSTOOD
The HR staff is entangled between the role of an employee advocate and company business partner. And, no, the
employees do not perceive or understand that the HR is playing two roles. They measure the functionality of HR by their
effect on their needs. As an example, the employee wants HR to make an exception for him; the employee doesn’t
realize that an exception for him begins to set a precedent of events for how the company must treat other employees –
employees who may be less deserving of an exception.
All information about employees is confidential. Even
when the HR handles an issue, whether the issue
involved disciplinary measures or just a
conversation, the steps taken and the outcomes are
private. An HR employee can tell the complaining
staff that the issue was addressed. Because of
employee confidentiality, they cannot reveal specific
details and sensitive information. This can leave the
complaining employee believing that their issue was
not taken into consideration. (The outcome of a
formal, written complaint, as in sexual harassment
charges, is disclosed.)
HR staff members need documented evidence that
a problem exists. Witnesses are helpful, too, as is
when more than one employee experiences the
same problem. It is difficult to take action based on
one employee’s verbal account, especially if the
other party denies the problem.
What an employee may see as unreasonable
behavior on the part of a manager or another
employee, HR may find within acceptable bounds
of organizational behavior and expectations. The
staff may have a personality or work style conflict.
The manager may supervise an independent
employee more closely than desired. HR can talk
with all parties, but often, no one is wrong.
When an employee doesn’t like his/ her job or work
goals or experiences a conflict with his/her
supervisor’s management style, HR can’t always
find the employee a new job. Additionally, because
of the cost of employee onboarding and training,
the organization is likely to have policies about how
often an employee can change positions. Indeed,
proving yourself and worth in your current role is the
right path to a desired new job.
HR doesn’t know about the promises your manager
made to you about a raise, a promotion, unless the
promise was documented in your offer letter. You
are welcome to complain to HR if you have
addressed the issue with your manager. But, the
scenario is likely your word against the manager’s
word. Is it possible you misunderstood your
manager? If not be cautious about promises made.
HR is not always in charge of making the decision.
In fact, the decision you don't like may have been
made by the upper management. Good and
company-oriented HR people won't blame other
managers publicly for decisions with which they
may disagree. And, they won't bad-mouth the
decisions of their Directors or other company
managers, so you may never know where the
decision was made.
So, an insensitive, unhelpful
HR department that avoids
helping employees with their
problems is a false image of
the department. There are
sincere reasons why HR
cannot fulfill every
employee's wishes and
desires and we appeal to
your understanding and
patience.
WHAT IS OUR HELP
DESK TICKETING
SYSTEM?
The Help Desk Ticketing System is a reliable,
efficient and convenient tool to manage tickets
submitted by users which enable IT Help Desk
team to resolve all tickets faster and more
efficiently which will increase user’s satisfaction.
Through the past year, IT
Department of KCT has been
providing high quality service to
the KCT Community. As a fast
growing Company, and in an
effort to improve the service,
the IT Department has
developed an In-House Help
Desk Ticketing System that
allows all KCT employees to
initiate their tickets on their
own. This feature will speed up
the responding time and
enables Help Desk to attain
more tickets daily.
MUTTIA AL KHAYYAT
SENIOR IT DIRECTOR
WHAT ARE THE FEATURES OF THE HELP
DESK TICKETING SYSTEM?
Eliminates email mess
Technicians’ emails can quickly accumulate and
become overwhelming. By filtering all employees’
inquiries into one place, Helpdesk Technicians can
collaborate & respond to employees in record time.
Easy access
Users will be able to submit their own tickets to the
IT Help Desk by clicking the following link:
http://Portal.khayyat-qa.com/CC/IT/Helpdesk
Real-time update
Employees will be able to track ticket updates online
& receive email alerts when comments are added.
Tracks Performance
Within the Help Desk Ticketing System employee’s
inquiries are tracked from beginning to end.
Employees can review their ticket's history including
the actions taken by IT Help Desk Technicians.
Tickets are fully searchable; easily drilled down to
specific employee entries and can be sorted by
category. The Helpdesk Ticketing System improves
communication among all users and will speed up
the response time whenever a ticket is created,
assigned to a technician, new comments added or
whenever a ticket is closed.
Review The Full Lifecycle Of Each
Ticket.
Employee inquiries start by issuing tickets then
assigning a Help Desk Technician and closing the
ticket. Technicians can work alone or work together,
with all actions logged in the System for
administrative review.
Most of non IT people have no clear
idea of what SharePoint is or means.
Moreover, many people misperceive its
core functions. And Microsoft's product
websites — with their broad ambitions
— aren't always clear enough for
new-comers. So for the confused
amongst us, here's a concise response
to the simple question: What is
SharePoint?
For starters, the name SharePoint is a
solid clue — this software product is
first about sharing information and
secondly
about
finding
and
collaborating on information at a
specific place.
Microsoft has released several
generations of SharePoint, but you only
need to be concerned with SharePoint
2007, and SharePoint 2010, which
was officially released in May 2010.
SharePoint 2010:
An Ambitious
Enterprise Platform
On-Demand Reports
The System is built to produce reports and
meaningful analysis that allows the IT Director to
measure the productivity and efficiency of his
technicians. It can generate many reports related to
Department KPI’s.
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1. Sites: Building and Managing Internal
and External Websites
Microsoft has stated that they believe
SharePoint is a good platform to support your
Web Content Management (WCM) needs,
whether it's for an intranet, extranet or an
Internet.
2. Communities: Creating a Social
Collaboration Environment
With SharePoint, Social capabilities like
Facebook and Twitter are moving into the
workplace, as part and parcel of the typical
information worker's desktop. It all boils down
to providing a modern approach to working
together,
collaborating
and
sharing
knowledge.
So these capabilities need to be a
component of every piece of software we
use. SharePoint 2010 works towards this
goal by supporting:
The ability to create detailed user profiles
(think employee Facebook pages)
Use of modern tools for sharing and
collaboration including blogs, wikis, RSS
feeds and activity streams
The creation of special interest groups
(Communities) to share knowledge or work
on projects (these often map directly to your
company's org chart)
Interactivity and engagement via commenting
and discussions around content items, and
social tagging/bookmarking of content
The creation of separate personal spaces or
dashboards called MySites where you can
keep track of your own content, and the work
you are doing in certain communities,
projects and more
3. Content: Managing Your Documents,
Information and Records
In the 2010 release Microsoft greatly
improved the functionality for creating and
managing
business
documents.
Organizations typically have two types of
content: documents and information used to
complete tasks and activities, and records.
Records differ from the previous category in
that they are documents and information that
must be frozen and stored for compliance
and/or regulatory purposes.
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4. Search: The Google for Your
Organization's Private Info
It doesn't matter how large or small your
organization is, when you need certain
information or documents, you want it now.
Rarely does that happen. Information is
typically scattered around and often your
internal search engines are not very effective
at finding it. That's why a strong search facility
is critical to the success of a product like
SharePoint
SharePoint 2010 offers the ability to:
Search for information and people, including
particular expertise
Index content and data stored outside of
your SharePoint database
Use your Windows 7 desktop search to find
information within SharePoint
Refine search results based on taxonomy
and metadata (how content is organized and
classified)
5. Insights: Digging for Business Intelligence
With SharePoint 2010 you can:
Use tools like Excel to gather and analyze
data that is
stored in SharePoint
Use SharePoint's native Excel Services
engine to crunch data and build web-based
reports
Pull together information from different
systems and present it in SharePoint
Create dashboards, scorecards, and other
views — making key performance indicators
widely accessible to information workers and
process managers
6. Composites: Integrating Your
Business Systems
Another big improvement for SharePoint
2010 relates to its ability talk to — pushing
and pulling data — your other business
systems. Instead of having to work in multiple
systems, you can create composite
applications on the SharePoint platform that
pull together various data and content from
different systems, including SharePoint
content, to provide a single location for an
employee to work.
Last and not least, Understanding Microsoft's
vision and SharePoint's capabilities is
important. This article helps there. Moving
your organization towards a more engaged
and collaborative daily routine is a much more
complicated task.
We would like to congratulate our colleague
Mohamed Helmy
For passing the exam of
( Planning and scheduling Professional “PSP” )
Accredited by “AACEI” based on their testimony by
mail on 9th Jan 2013 , AACEI ID # : 102500.
Congratulations for Our colleague
Mohamad Kheir
for his engagement
Congratulations for our colleague
Marlon Caballes
for the Birth of a new baby
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SAPRUDIN MOHAMMAD SHARIF
CONTRACTS MANAGER
Contract Administration efficiency
impacts directly on pre-contract
and post-contract outcomes. The
importance of the need for
effective contract administration
and management throughout the
lifecycle of a construction project
therefore, cannot be
underestimated. In fact, every effort
should be made to put in place an
effective and viable working
structure of contract administration
at the early stage of a Project. This
short article is an attempt to give a
brief perspective on contact
administration, its legal aspects
and how it can be optimally
utilized.
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1. Objectives of Contract Administration
Depending on the types and nature of the
construction project, several pertinent objectives of
construction administration can be generally identified.
Firstly, it is the understanding and implementing of the
requirements for each construction project as per the
contractual obligations of the Company towards the
Owner/Employer while at the same time making sure
to address and documenting significant issues which
may impact the Company’s ability to timely and
profitably complete the project as scheduled.
Secondly, there is the vital need to ensure that the
Company’s subcontractors perform their work in a
timely and professional manner in accordance with the
agreed and approved construction drawings and
schedules, agreements, plans and specifications.
Thirdly, identifying and resolving claims and disputes (if
any) promptly, in coordination with other departments
involved in the construction project. Such pre-emptive
actions are to avoid the need for litigation,
arbitration/alternative dispute resolution (ADR) or
similar time consuming, risky and costly legal
measures.
Finally, it is pertinent to have a thorough familiarity and
understanding of both the Main Contract with the
Owner/Employer and the Subcontracts with
Subcontractors/Consultants while at the same time
maintaining a solid and cooperative communication
with all the parties involved in the project and keeping
a well-documented file of every aspect of the project.
2. The Nature of Construction Contracts.
Understanding and familiarity with construction
contracts are important for an effective Contract
Administration. Fundamentally, a variety of factors
make ‘construction contracts ‘different from other
types of contracts. These include but are not limited to
the length of the project, its complexity, and the fact
that the price agreed and the amount of work done
may be changed or varied as the Project proceed.
The term construction contract includes ‘contracts for
building works’ as well as ‘engineering work’ (Chitty on
Contracts, 2010 Edition devoted a chapter on this
subject). A judicial guide on ‘what is a building
contract’ is succinctly given by Lord Diplock in
Modern Engineering (Bristol) Ltd. v Gilbert-Ash
Northern (1974) AC 689, a case related to a standard
form of building contract, where his Lordship
described a building contract as:
“an entire contract for
the sale of goods and
work and labor for a
lump sum price payable
by installments as the
goods are delivered and
the work done.
Decisions have to be
made from time to time
about such essential
matters as the making
of variation orders, the
expenditure of
provisional and prime
cost sums and
extension of time for the
carrying out the of the
work under the
contract”
In essence, there is no special body of rules
that applies to ‘building, engineering or
construction contracts’. As judicially
recognized in the Modern Engineering case
that “where the parties enter into detailed
building contracts there were no overriding
rules or principles covering their contractual
relationships beyond those which generally
apply”. Ordinary rules of the law of Contract
apply subject to a certain degree of
qualification related to the construction and
engineering legislations (Acts or Statutes)
applied in varying degrees in different
countries.
3. Main Elements of Construction Contract.
The construction contract sets out the rights,
responsibilities, relationships and liabilities of the
parties’ involvement. The ‘Contract Documents’ as
is well known in the construction industry contained
all the elements of a construction contract. It consist
of the Owner/Employer agreement, the conditions
of the contract (general and special/particular
conditions), the drawings, specifications, all the
addenda (including the official correspondences
between the parties), issued prior to execution and
all modifications/changes/variations issued after the
execution of the contract (American Institute of
Architects definition).Contract documents are
similarly defined albeit in varying terms in most
international construction contracts.
Industry related organizations have their own
prepared standard form contracts. FIDIC (Federation
Internationale des Ingenieurs-Counseils), ICE
(Institute of Civil Engineers, United Kingdom),and
JCT(Joint Contracts Tribunal) are examples of
organizations which have prepare recommended
general conditions of contract and associated forms
for use in the construction industry. FIDIC Standard
Form Contracts have been recognized
internationally and used as a model, with certain
modifications in most countries including Qatar.
Clear and correct legal interpretation of the various
terms and conditions of the contract agreement are
important to avoid ambiguities in their application
and also for the proper implementation of the
construction project. In the interpretation of contract,
the generally applied rule is the ‘purposive rule’
which basically means that ‘the effect be given to
the intention of the parties as gathered from the
plain reading of the entire agreement, with
ambiguities normally construed against the drafters
(this rule was applied in the English case of
Investors Compensation Scheme Ltd. West
Bromwich Building Society (1998) 1 WLR.896).
Applying this approach in the drafting of contracts or
scrutinizing contract documents before their
execution is a fundamental tool to maintain clarity
before mobilization of the Project works. Being
meticulous from the early lifecycle of a construction
project can avoid litigation/arbitration/ADR and
disputes in connection with the contract in future.
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4. Frequently Invoked Clause
It has to be acknowledged that the most frequently invoked clauses in construction contracts
whether domestic or international is the change orders/variation orders clauses. Basically, this
clause provides that the Owner/Employer may order changes/variations in the work after the main
contract is executed.
and requires performance of the work without invalidating the contract. The changes may consist of
additions or deletions within the general scope of work (specifications, method or performance of
work, facilities, equipment, material, services or site and acceleration of work).
In addition, the clause provides adjustment of contract time and price based on the effect of the
changes ordered which often resulted in the ‘making of claims’. For effective administration of the
claims (including ‘global claims’) which naturally arise from such change orders/variation orders, it is
crucial to maintain proper documentation and records of all related documents. This is to ensure
completeness and in compliance with the provisions of the contract agreement particularly when
making a claim where supporting/evidentiary documents are required.
Hence, keeping complete records and filing of the following documents should be made
mandatory:- minutes of meeting, site work instructions, material submittals, priority list (that indicate
which issues from the Contractor’s perspective the Engineer should treat as priority so as to
prevent delay to the impacted works), a statement on completion, and interim payment applications.
Undoubtedly, a well-organized contract administration
and an in- depth knowledge of the construction
contracts by the administrator are pre-requisites for
the smooth operation of construction projects. With
careful planning and coordinated actions with the
various departments, it can support the various
components of the construction management.
Suffice to conclude that, the adoption of best and
prudent practices of contract administration will not
only ensure the successful implementation and
completion of a project but will further enhanced the
reputation of the Company.
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HILTON & UCC SIGNING
CEREMONY
Many of us at the AI Jassim Bldg. have the distinct
advantage to see the fast moving UCC/KCT Double
Tree Hotel emerging across the street and often are
proud to show to our Colleagues and Clients this
impressive development.
As a standard bearer in the Middle East, we are seeing
increased interest from owners wanting to develop
hotels in Qatar and they are looking
across our spectrum of award winning brands to make
the most of this prosperous development market.
KCT started this project in mid 2011 with a mandate
to fast tracking a Hotel.
We look forward to a long, constructive working
relationship with owner AI Jaryan Trading & Contracting"
Double Tree Suites by Hilton Doha- Old Town, Qatar
will offer a host of amenities including a health club,
outdoor pool and, for the business guest, the hotel will
also include two boardrooms, a large, dividable function
room, meeting lounge and business centre.
Construction progress is well on schedule and we are
now pleased that UCC has also successfully selected
a Hotel Operator, Double Tree Suites by Hilton Doha.
In the presence of Khalifa Hamad Khalifa Abdullah
AI-Attiyah, Hilton executed a 20 year operating
agreement on 13th January 2013.
Hilton Worldwide's latest hotel for Qatar, the 186-room
DoubleTree Suites by Hilton Doha - Old Town, Qatar is
expected to open in 2015 in the AI Salata district of
the capital, an emerging area close to the Corniche
and the new Doha International Airport, expected to
open in 2015.
The surrounding area will be home to a number of high
profile, landmark projects including the recently
opened Orient Pearl Restaurant, the Qatar National
Museum, a Central Park inspired by a large,
landscaped recreational area and Musheireb,
Dohaland, a major signature project featuring a
theatre, housing, schools and retail outlets, all of which
are expected to transform the centre of the capital.
Owner Hamad Khalifa Abdullah AI Attiyah, Owner of AI
Jaryan Trading & Contracting said: "We worked
closely with developer UrbaCon Trading and
Contracting and numerous other expert Design and
Hospitality Consultants to have allowed us to
successfully to secure the deal with Hilton Worldwide
and we are delighted we can now move forward with
one of the industry's most respected operators to
bring a truly impressive hotel property to this dynamic
new area of Doha."
Rudi Jagersbacher, President, Hilton Worldwide
Middle East & Africa said: "This is an inspirational
signing which will see Hilton Worldwide deliver a
further 1144 rooms in Qatar within the next three
years.
On site dining facilities will feature a welcoming lobby
lounge, and an all-day dining restaurant.
John Greenleaf, global head, DoubleTree by Hilton said:
"I am delighted to see demand for the DoubleTree
brand increasing year-on-year across the Middle East,
including in Qatar's thriving capital Doha, where we now
have three properties in the pipeline. The Double Tree
Suites portfolio is proving a popular choice for
international guests and is now the second largest
full-service, all-suite brand in the world. DoubleTree
Suites by Hilton Doha - Old Town, will incorporate all of
the signature 'comforts of home' into an upscale hotel
experience to give Doha guests a spacious and
convenient retreat for extended stays."
Qatar's ambitious strategy to become a leading global
destination has led to a number of significant project
investments in tourism and in major global events, such
as the FIFA World Cup, due to be staged in 2022. To
support the expected growth in visitor numbers, plans
are also underway to improve the country's infrastructu
re including the building of a new rail network, new
cruise terminal and the new international airport, which
will be capable of handling 50 million passengers
annually.
All of us at KCT & UCC are proud of this
accomplishment and look forward to the success of
this project.
20
www.khayyat-qa.com
"WE BUILD TRUST"
Vision: Our vision is to create value
and establish long-term relationships
with our Clients and increase our
client base by building trust.
Trust is defined as UCC's
unconditional guarantee to deliver
our services and projects with the
Clients best interests protected in all
matters relating to the quality and
economic success of their projects.
Doha, Qatar, P.O. Box: 201184, Doha - Qatar,
Tel: +974 4429 2220, +974 4429 2221 | Fax: +974 4429 2244, | E-Mail: info@urbacon-intl.com
Website: www.urbacon-intl.com
25
www.khayyat-qa.com
Face to face interview with
Construction week Magazine with
Mr.Ramez Alkhayyat ( MD of UrbaCon )
UrbaCon Trading & Contracting LLC (UCC)
MD Ramez Al Khayyat tells CWQ that design and build
is one of the keys to Qatar’s successful delivery of the
2022 World Cup
Many construction industry experts and
commentators have remarked on the slow
pace of tender awards in Qatar’s 2022
World Cup build-up. However, one local
contractor has proved that Qatar does
indeed have the capability to get things
done.
That contractor is one of the sister
companies of UrbaCon Trading and
Contracting (UCC), which completed the
Lekhwiya Sports Complex
design-and-build project in 18 months.
The achievement is particularly significant
in that Lekhwiya will serve as a benchmark
for future World Cup facilities.
UCC MD Ramez Al Khayyat is adamant
that design-and-build is the best way for
Qatar to achieve its 2022 World Cup
goals.
“When we started we said we should be
different in the market, we wanted to build
our infrastructure very strong, so what
we did was establish a company to do the
design and build all together, so we are
able to do a project from A-Z.
There is no need for the client to have any
headache in coordinating suppliers,
contractors or consultants on projects; he
will be working with one company only.
We have the ability to do the design
management; we do not do the design
ourselves.
And we hire the best consultants and
architects from around the world.”
Design-and-build is particularly suited
to the 2022 World Cup build-up, asserts
Al Khayyat. “Especially with fast-track,
as most of the projects are now. When the
client comes to you to do something, he
just wants the project to be done.
If you .....
24
www.khayyat-qa.com
Face to face
Souq Waqif Car Park.
Souq Waqif carpark in Doha will provide a vital link between the Souk Waqif retail centre and the Doha Corniche.
The link will be achieved at the surface level elevation and below grade by means of a pedestrian tunnel.
give the contractor the design-and-build
contract, he will be able to start the project
immediately. Starting the project in parallel
with the design – this is most important.”
“Also, this is to the benefit of the owner
and client as well, because he will be unaf fected by inflation, price escalation and all
those issues. If you wait two to three years
for the design to be finalised before com mencing construction, and if the inflation
rate is 5% to 10% a year, then he will be
paying 25% to 30% more if he waited until
the design was finished … So it is better
from the beginning to start the project and
25
www.khayyat-qa.com
construction immediately. And actually this
is how we work on most of our projects; all
the tenders we have participated in, with
different clients, have been design-andbuild tenders,” says Al Khayyat.
“And we are proud of course, of our
achievements with the design-and-build
contracts. We did that in a very short time.
For example, for Lekhwiya Sports Complex,
we achieved complishion of this project in
18 months. We did it, it is finished, it is
ready and the client can use it, all in 18
months.” Such has been the success of
the design-and-build approach that, in
the short space of three
LekhwiyaLekhwiya
Sports Complex
completed
in a record
months.
Sports was
Complex
was completed
in18
a record
18 months
years, UCC has completed seven major proj ects, as well as making a name for itself in
Qatar’s construction industry.
Experts and commentators have also
remarked that the influx of international
companies into Qatar in anticipation of 2022
is bad news for local companies; Al Khayyat
begs to differ though. “I do not think it is
going to make it difficult for the local con tractors. We know that international con tractors cannot work in this market alone,
especially with the government stipulating
that the Qatari contractor should have 51% of
any tender. International companies, when
Face to face
“When we started,
we said we should
be different in the
market … what we
did was establish a
company to do the
design and build
together.”
Ramez Al Khayyat
they come in, they do not participate in the
labour acquisition, resourcing, the services
and all these issues; they outsource this
local expertise and essentially only carry
out construction management.
“They have an expertise in a certain type
of construction, and they give this expertise
to the local contractors. It is not competi tion actually, as they have to work with the
local contractors; otherwise they will not
be competitive enough, and the project also
will not be successful, because the local
contractor has the necessary infrastruc ture,” says Al Khayyat.
This is not to say that Qatar’s construc tion industry is without its challenges. One
aspect that needs careful consideration on
the part of government is staggering the
World Cup tenders to prevent any bottle necks and subsequent inflationary issues.
“If they only award all the tenders at the
end, that would be a problem, especially
in terms of inflation, because the demand
for building materials will be very high and
it will affect the construction cost. And it
might at some time hurt the contractor
himself, because you will price the project
today, and then after one or two months,
the prices will have increased.
“There are a lot of projects to be tendered,
and if those are floated gradually, it will be
much better than them all being awarded
at the end, which will affect the client, con tractor and stakeholders.” Al Khayyat points
to Qatar’s successful hosting of the Asian
Games in 2006. “They learnt very good les sons, so I think [the inflationary pressure]
will not happen again. They are putting all
the projects gradually out to tender, and I
think it is going to be successful.”
UCC executive director Moutaz Al Khayyat
says it is important for Qatari contractors
to have all their resources and infrastruc ture in place in order to be able to cope
with the anticipated World Cup project
pipeline. “When we started UCC, we first
worked on our infrastructure. We built up
our infrastructure to be very strong in terms
of everything related to construction. We
are very proud of what we have achieved.
We have labour camps that can accom modate up to 40,000 workers.”
A particular achievement of UCC, and a
strong differentiator from the competition,
is the creation of a Workshop Department
within the company. “This Workshop Depart ment has different sectors, from shuttering
to plastering and joinery, which we deal with
like sub-contractors, because one of the
challenges we have found is the availability,
capability and quality of sub-contractors.”
Al Khayyat explains that each section is
dealt with “like an army. You have 12 skilled
labourers; they have three charge hands;
and they have foremen. When we move
from site to site, we do not move people,
we move teams. This is the most important
issue, and we are really proud of what we
26
www.khayyat-qa.com
FACE TO FACE
For up-to-the-minute analysis log on to
constructionweekonline.com
UrbaCon Trading &
Contracting, LLC (UCC), a
leading Qatari construction
company, has received ISO
14001:2004 and OHSAS
18001:2007 certification, it
has announced.
Certification to ISO 14001:2004
is Environmental Management
system compliance, whereas OHSAS
18001:2007 is an Occupational Health
and Safety certification. UCC had
previously achieved ISO 9001:2008
Quality Management System
certification in 2012.
“The certification of compliance with
ISO 14001:2004 and OHSAS 18001:2007
recognises that the policies, practices
and procedures of our company
ensure consistent health, safety and
environment within the organization,”
said UCC executive director Moutaz Al
Khayyat.
To become certified as ISO 14001:2004
and OHSAS 18001:2007 compliant,
UCC underwent a thorough evaluation
process that included development of
a formal HSE management system,
maintaining and implementing
management systems. Both these
certificates are certified by SGS, a
leading global certification company.
"We are pleased to have achieved ISO
14001:2004 and OHSAS 18001:2007
certifications for our UCC business,”
said UCC MD Ramez Al Khayyat.
“ISO 14001:2004 and OHSAS
18001:2007 certifications are part
of our constant commitment to the
environment and occupational health
and safety.
"Our employees' health, safety
and well being are integral to
the company's core values and
sustainability initiatives. This standard
reinforces how we continue to adhere
to the highest standards for safe and
healthy workplace conditions for
our employees, subcontractors and
visitors.”
“For Lekhwiya
Sports Complex, we
did it, it is finished,
it is ready and the
client can use it, all
in 18 months.”
Ramez Al Khayyat
have achieved with the Workshop Depart ment.” Such an approach gives UCC the
flexibility and adaptability to tackle a range
of projects simultaneously, which is key to
Qatar delivering a successful 2022 World
Cup. “If you move just the labour, in order
for them to get to know their leader, it is
going to take time, and you will not get the
same quality. We have adopted this type of
organisational structure in order to ensure
the level of quality we require. It is much
105,000M2 TOTAL AREA OF SOUK WAQIF CAR PARK • 2,427 NUMBER OF PARKING BAYS
29
www.khayyat-qa.com
FACE TO FACE
Face to face
Banana Island posed specific challenges for the UCC team in terms of logistics and planning.
better and easier for the workers them selves, rather than going to and fro from
site to site. I think this is also necessary in
terms of the future with all the big projects
that will need to be done; you have to take
the longer view.”
As a result of this approach, UCC has
grown to encompass nine sister companies,
says Al Khayyat, ranging from the largest
landscaping contractor in Qatar to marble
and stone and joinery factories. “If you rely
on local sub-contractors, it is going to be a
problem. Meantime we are doing 65% of
the work ourselves and the other 35% is
sub-contracted. We are very selective in
choosing sub-contractors.” An example of
UCC’s attention to detail is that it employs
500 Moroccans skilled in detailed, special ity finishing work, particularly for highend projects.
Al Khayyat maintains that, contrary to
many views, sourcing unskilled labour is not
a problem in Qatar. “International contrac tors have to work with local contractors,
because they have the labour, so it is not a
big issue. While unskilled labour is not an
issue, skilled labour is becoming more of an
issue, because new international contrac tors coming to the market bring in labour
from outside, and these workers have to be
tried out on projects beforehand.”
Looking to the future, Al Khayyat confirms
that UCC is looking to expand throughout
the region. “Yes, of course we are looking
to expand outside of Qatar. At the moment
we are very busy and have enough work
to do in Qatar, but still we have a special
development team working outside Qatar.”
At the same time, Al Khayyat points out
that “the construction industry is the most
difficult industry in the world. It is not the
same as any other type of business; it is
really different. But at the same time it is
very exciting. This is a family business,
established by my father in Syria in 1983,
so we lived with construction in the family,
we went to project sites with him to see
what he was doing; that is what gave us
not only the understanding of it, but also
our love for it.”
Al Khayyat sees exciting times ahead for
Qatar not only in the lead-up to 2022, but
up to 2030 and even beyond that. “It is even
beyond the National Vision 2030. As you
know, the goal of Qatar is to have 80% of
its GDP from non-oil sources, which means
a lot of construction and infrastructure in
multiple business sectors.” He adds that
many of the projects on the go now “have
never been done in the world before … and
are really different. So it is bringing more
and more to the country, and giving con tractors experience they can transfer to
Qatar. Even international contractors are
doing work they have never done before.”
Some of the luxury chalets under construction at Banana Island.
• 12.9ha AREA OF BANANA ISLAND • 140 NUMBER OF KEYS AT THIS RESORT PROJECT
28
www.khayyat-qa.com
NEW JOINERS
DECEMBER-12
JANUARY-13
FEPRUARY-13
Ahmad Amer Nouh Ghawji
Project MEP Coordination Manager
Muhammad Adil
Land Surveyor Level 4
Donabel Pecante Capuno
Commercial Coordinator Level 4
Carlo Mofar Dayo
HSE Officer Level 1
Fadi Khaled Haddad
Material Manager
Hasim Husain Sayyad
Document Controller Level 1
Maharajan Mahalingam
QA/QC Inspector Level 1
Isam Jamil Subuh Alzraikat
Senior Construction Manager
Thaer Ghawi Ali Al Ghawi
Project Engineer Level 4
Maribel Abellare Pardinan
QA/QC Engineer Level 2
Ehab Metwalli Mohamed Metwalli
Accountant Level 2
Florante Ponce Patacsil
Land Surveyor Level 3
Parvez Alam Ansari
AutoCAD Operator Level 3
Shaikh Tauqeer Arshad
IT Officer Level 2
Adbdeljalil Agourram
Senior Contract and Commercial Manager
Noli Santos Dela Cruz
Quantity Surveyor Level 1
Expidito Manatad Cabal
Architect Level 2
Ann Asuncion Faustino
Structural Engineer Level 3
Mohamed Abouelmagd Wadn
IT Officer Level 2
Jehad Yousef Abd Almajeed Saleh
Project Engineer Level 1
Bhaskar Narayan Sunil Narayan Lal
Electrical Engineer Level 2
Bilal Mashal Khan Mashal
Manpower Administrator Level 3
Shahrizan Bin Amir Hamzah
Senior Design Manager
Judelon Mark Devera Labrador
AutoCAD Operator Level 2
Vinod Sasidharan Nair
Senior QA/QC Engineer
Mohamed Dawy Hassan Ahmed Mahmoud
Senior HSE Officer
Jevelyn Marzan Estole
AutoCAD Operator Level 2
Richard Goc Ong Lauron
QA/QC Engineer Level 1
Almira Maria Caparros Imperio
Quantity Surveyor Level 2
Ali Hasan Kalakech
Technical Coordinator
Abdul Fattah shakir
Construction Manager Level 1
Atif Ali Shah
Atif Ali Shah
Ali Asad Ullah
Project Engineer Level 2
Vinay Teligi Halappadevara Mathada
Senior Estimation Engineer
Shiela Natividad
AutoCAD Operator Level 2
Adoremos Marianne
Executive Assistant Level 3
Aurora Manzano
Quantity Surveyor Level 2
Mostafa Ahmed Mhd Abdelrazek
Technical Manager Level 1
Rowena Mallari Dabu
AutoCAD Operator Level 2
Menandro Gawan
QA/QC Engineer Level 1
Jocelyne Immaculata Ambrocio
AutoCAD Operator Level 2
Maria Ana Liza Asprec
Document Controller Level 1
Kinda Hasseb Eisa
Administrator Level 2
Fadi Bassam Othman Ali Al Thalthini
Electrical Engineer Level 4
Tamer Abdelfattah AbdelRahman Ibrahim
AutoCAD Operator Level 2
Salah Mahoud Aly
AutoCAD Operator Level 2
Ahmed Mahmoud Seoudi Ibrahim
Accountant Level 1
Rajan Savier Emmanuel Gunanayagam
Senior HSE Manager
Claudette De La Cruz Arceno
AutoCAD Operator Level 2
Mohamad Amir Hamoui
Architect Level 4
Mohammad Bikou
Maintenance Supervisor
Anne Marie Abi Zeid Daou
Executive Assistant Level 2
Raaed Abdelhalim Mohamed Abdelfattah Yehia
Administrator Level 3
Mohamed Hmaidan
Document Controller Level 1
Omar Samir Mitri Marar
Senior Planning Engineer
Asim Shahzad
Land Surveyor Level 3
Ouertani Ahmed
IT Officer Level 2
Tahani Naim Odeh Haddadin
Technical Manager Level 1
Khaled AbdelAziz Ali Mohamed Kokah
Assistant Planning Engineer
Mhd Ziad Sardar
Accountant Level 3
Mohammad Khaled Jarrah
Project MEP Coordination Manager
Mohamad Ammache
Architect Level 3
Mhd Aiman Al Homsi
Quantity Surveyor Level 3
Santhosh Purayidathil Gangadharan
Executive Assistant Level 3
Khaled Hosni Abdelsalam Ahmed
Architect Level 2
Mostafa Abul Kalam Mohammed Golam
Senior QA/QC Inspector
Shadi Jadaan
Document Controller Level 1
Shahzada Shahiryar
Senior QA/QC Engineer
Robert Charles Gray
Project Operations Manager Level 2
Ahmed Bou Taleb
Construction Manager Level 1
Naser Masood
Land Surveyor Level 4
Ric Tulagan
AutoCAD Operator Level 2
Lourence Pascual
Nurse Level 1
Melenio Jover Basco
Nurse Level 1
Joel Pua Ong
Project Coordinator Level 1
Fahmi Abul Feilat
Project Director Level 2
Ashraf I.N.Naser Nawal
Construction Manager Level 1
Hossameldien Abdelaziz Mouhamed
AutoCAD Operator Level 2
Mohammed Mazen Miftah
Plant Procurement Manager
Gina Chavez Amboya
Administrator Level 2
Khaled Yaqob
Accountant Level 3
29
www.khayyat-qa.com
MARCH-13
Feroz Latif Shaikh
Administrator Level 1
Andy Ecija
Project Engineer Level 2
Patrick Ishac
Senior Administrator
Jayaprakash Kuttanpillai
Document Controller Level 1
Muhammad Ali Syed
QA/QC Engineer Level 2
Eamonn Andrew
Contruction Manager Level 1
Mohammad Al Habbal
Accountant Level 3
Eduardo Robles
QA/QC Engineer Level 1
Mark Anthony Mc Loughlin
Construction Manager Level 1
Platinum Sponsor
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please visit us:
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Catherine Salem
From:
Sent:
To:
Subject:
Attachments:
Catherine Salem
Sunday, April 21, 2013 5:36 PM
AllKCT; UCC
Internal Email Circulation Re: KB Newsletter Vol.3 Issue No. 3 March 2013
KB Newsletter 2013.pdf
Dear All, Please see attached KB Newsletter – March 2013 issue. Sent on behalf of Mr. Amr Khatib – Communication Manager, for your information. Regards, Catherine Salem Document Controller Al Khayyat Contracting & Trading Tel: +974 4429 2220 – 4429 2222 | Fax: +974 4429 2223 | Ext: 2126 PO Box: 201184 Doha – Qatar Email: c.salem@khayyat‐qa.com Website: http://www.khayyat‐qa.com | Website: www.khayyat‐sy.com  Save a tree. Don't print this e-mail unless it's really necessary Information in this email is intended solely for use by the addressee and may contain confidential information.
If you are not the intended recipient, you are not authorized to disclose, use, distribute or in any way rely
on the contents of this email or attachments and are requested to notify the sender
immediately by responding to this email and delete it from your system(s). UCC/KCT do not accept any
responsibility for the email content and/or attachments. It is the recipient’s responsibility to safeguard from
computer/ computer network related security issues before use. 1