:: MARAFIQ POWER & WATER UTILITY COMPANY, KINGDOM OF SAUDI ARABIA ::

In 2006, TML ONE conducted a process-improvement project within this organisation. The TML ONE team logged 4,000 manhours of consultancy as they worked with the senior management team of this strategic provider of utility services to Saudi Arabia’s two largest industrial cities.

The TML ONE brief was to assist Marafiq to re-structure and prepare for the next decade of business in the light of global trends in restructuring utility businesses, and Saudi Arabia’s recent accession to the WTO. TML ONE conducted workshops with eleven business units, mapping and optimizing business processes. We also assessed all 50 senior managers and worked with each individual to establish career and development plans for succession.

:: BAHRAIN PETROLEUM COMPANY (BAPCO) ::

Between 2005 and 2006, TML ONE assisted this organisation to establish a succession planning system for senior and middle managers by helping to establish a methodology and conceptual framework for assessing managerial potential amongst employees. Over 70 managers, supervisors and specialists have been individually assessed, and these results are supporting a successful succession planning system in BAPCO.

:: DUBAI PORTS AUTHORITY (DPA) ::

In 2004, TML ONE assisted DPA with the development of project-management skills and methodology amongst 30 Information Technology Project Managers over a 6-month period. Following this modular programme, many of the candidates wrote the international PMI certification exams, and most of these candidates successfully gained their international PMI accreditation as Project Managers.

:: RICHARDS BAY COAL TERMINAL (RBCT) ::

RBCT is the largest coal-exporting terminal in the world, and serves as a benchmark for leading export terminals globally. Over a three-year time-frame (1999 – 2002), TML ONE was responsible for project-managing the design and implementation of a best-practice competency-based pay system at this terminal. All resultant costs related to enhanced skills and pay increases awarded to terminal operators were successfully funded by significant savings in overtime, downtime and maintenance as a direct result of the cross-training and multi-skilling focus of the project. Carried out during a difficult period in South Africa’s highly unionized work environment, this project marks a success story in achieving a “win-win” solution for both employees and employer.

:: SECONDARY SCHOOL CONSTRUCTION PROJECT ::

Employees from TML ONE successfully project-managed a community-development initiative to raise funds for the construction of a Secondary School in an impoverished rural community in South Africa. Using their solicitation, business-networking and community-liaison skills, TML ONE obtained sufficient funds and oversaw the construction of 10 classrooms for over 1000 schoolchildren, the employment of 10 teachers and the establishment of a sponsored feeding scheme.