M - CPS - HCC - 0518 - Technical Proposal - Consultancy Services - People & Organizational - Transformation

TECHNICAL PROPOSAL
CONSULTANCY SERVICES FOR

PEOPLE & ORGANIZATIONAL
TRANSFORMATION
Company A
Internal Audit, Risk, Business & Technology Consulting

Company A
xxx
xxx
Dear xxx,
Thank you for giving us the opportunity to propose for the ‘People and Organization Transformation’. This is an exciting
assignment and one for which we believe Protiviti is particularly well qualified to deliver.
We have a pool of resources with an in-depth experience in the government sector, our deep professional relationship with the
government sector in country and technical experience regarding your needs will enable us to provide the required value add.
Collectively, the team has successfully completed several Human Capital projects entailing Organizational Diagnosis,
Organizational Design, Workforce Planning, Organization Culture, Talent Framework, Leadership Framework, Performance
Framework and HR Transformation. Our proven methodologies and adherence to quality standards will be combined with our
knowledge and our experience in similar projects to deliver superior results to Company A.
As you will note while you go through our proposal, every aspect of our approach to this assignment is designed to be as
rigorous, focused and informed as possible. We have thought hard about the best way to meet your objectives and our
methodology is appropriately suited to meet your expectations.
We welcome the opportunity for discussing and formally presenting our proposal. Should there be any aspect that would hinder
us in obtaining the engagement, then we would appreciate an opportunity to discuss and resolve that matter.
Yours sincerely,
xxx
© 2018 Protiviti Member Firm for the Middle East Region

2 CONFIDENTIAL – This document is for your organization’s internal use only and should not be copied or distributed to any third party.
Table of Executive Summary 4 Overall Project Approach 16
Contents
We Understand Your Needs 6 Project Timelines 20
Airport Company Model 7 Project Methodology & Frameworks 22

Project :
People and Go with Protiviti 8 Project Team & Structure 55
Organization
Transformation Our Team of Experts 9 Credentials 73
Industry Insights Overview of Protiviti 93

11
Contact Details 102

EXECUTIVE SUMMARY

EXECUTIVE SUMMARY
1. 1 PURPOSE 1.3 KEY VALUE-ADDING DIFFERENTIATORS
Protiviti has developed this proposal to support Company A in designing As Protiviti is committed to its clients’ success, we always believe in going
the extra mile for the clients. Protiviti ensures success by helping clients in
and implementing “People and Organization Transformation” for which
includes the following key objectives: achieving desired results. To ensure this initiative reaps success for
Company A Protiviti will deliver best solution by providing following valued-
• Develop organization structure analysis and validation add:
• Best practices, benchmarks and strategies (i) Experienced and Dedicated Talent Pool: Protiviti will provide
• Recommendations on operating model, potential areas for dedicated mix of experts with an in-depth experience of designing
organization structure, workforce planning and HR Transformation
structural effectiveness improvement and detailed design principles
• Job profiles for all unique jobs (ii) Rich Experience in Aviation Sector: Protiviti with its global outreach
to technical experts in airport management has a very rich regional
• Implementation of the new design GCC experience in the area of aviation sector. We offer rich and in-
• Strategic Workforce Planning depth knowledge airport management systems.
• Organization Culture (iii) Some of our key aviation sector clients are:
• Talent Development
• Leadership Development
• Performance Management
Log o’s
t
1.2 ROBUST AND COMPREHENSIVE APPROACH
Clien
(i) A Robust and Comprehensive Approach: We have recommended
a comprehensive approach that is based on leading practices, our
tried and tested methodology and experience in similar projects to
deliver best solution for Emirates Transport. (iv) Benchmarking and Leading Practices: Protiviti has made significant
(ii) PMO and Quality Assurance: Additionally, Protiviti offers two critical investments in the development of various tools, technologies and
project enablers i.e. best-in-class Project Management and Quality knowledge databases such as Knowledge Leader, iShare and
Assurance framework and practices to ensure Company A reaps the Thought Leadership to assist in benchmarking existing practices
desired benefits from the exercise. against global leading practices.
(v) Robust Experience in designing and implementing organization
design
WE UNDERSTAND YOUR NEEDS
Perform a diagnosis to evaluate the gaps between

1 the current Company A practices with best practices
Benchmarking
from similar top airports in the world
Based on the outcome of the gap analysis design a

2 suitable structure that will help deliver capabilities
Organization Diagnosis and Design
required for Company A to achieve its desired
objectives
Develop a 5-year workforce plan for the Airports based on Workforce Planning
Company A strategy. Develop an action plan of interventions
3 required to influence the Organization Culture positively to
achieve the strategic objectives and aspirations of Company
A Organization Culture
Develop a comprehensive Talent Management Framework for
Company A that will be relevant for its current and future
4 needs
Talent & Leadership
Framework
Develop an improved Performance Management Framework
that will help Company A driving the performance to meet its Performance
5 Framework
strategic objectives
Based on Organization Diagnosis and review of the Company A HR HR

6 function, prepare and provide a comprehensive “HR Strategy and Transformation
Transformation Program” that will help transform Company A HR Journey
into a state of the art Human Resources function

AIRPORT COMPANY MODEL
“To Be the World's Best Airport by
2025”
• Long-Term Vision: To be a Customers

World-Best Airport
i.e. to make the • Value Delivery
Airport the world’s number
• Regulatory & Compliance
one airport and the most
highly rated airport in the Airlines • Reliability Excellence
world • Process Safety & Security
Management
• Implementing Business • Surface Operations
Plan Management
Employees
i.e. to build a strong • Departure Flow
business foundation, and Management
utilize a wide range of • Arrival Flow Management
management resources to
help the Airport reach its full • Traffic Flow Management
potential • Environmental Management
Communities • Revenue Management
• Strategic Direction
i.e. further enhancing
our existing businesses and
raising their level of Shareholders
operational excellence

GO WITH PROTIVITI
Pr
oti
Pr Va viti
op lu ’s
os e
1 iti
on
We have brought the Best in the
world to work with you:
 A Airport Operations and SMEs &
Management Transformation Consultants
and Human Capital Experts Team
operating on regional and
We know global asset 4
international scales.
management practices
 Airport Management Subject and we have a very
Matter Experts. We strong professional
Our Understand network and expertize
Credentials Your
Challenges
Our
2 Methodology
Our SMEs and team conducted
several transformation
engagements with airport entities
and Government Sector, such 3
We will deploy a tailored
as: approach to serve the purpose of
• xxxx this engagement, our
• xxxx methodology mainly depends on
• xxxx Benchmarking and applying the
World-Class practices in Airport
• xxxx management and operations

OUR EXTENSIVE EXPERIENCE OF WORKING WITH
AIRPORT MANAGEMENT COMPANIES
Our Scope of Work:: Our Scope of Work:: Our Scope of Work::

• Organization Structure • Organization Structure • Model Risk and Capital Management
• Manpower Planning • Manpower Planning • Operational Risk
• Master Planning • Data Governance, Warehousing and • Strategy Communications and
• Performance Measurement Business Intelligence Change Enablement
• Capacity Utilization • Finance Optimization Services • Data Governance, Warehousing
• HR Strategy • Performance and Information Management and Business Intelligence
• Risk Management • Revenue Enhancement • Predicative Modeling and
• Policies and Procedures • IT Governance and Risk Management Advanced Analytics
Our Scope of Work:: Our Scope of Work::

• Enterprise Risk Management Our Scope of Work:: • Organization Structure
• Policies and Procedures • Capital Projects and Contracts • Manpower Planning
• Digital Identity & Access Management • Finance Optimization Services • Data Governance, Warehousing and
• Technical Security Assessment • Performance and Information Management Business Intelligence
• Predicative Modeling and Advanced Analytics • Revenue Enhancement • Finance Optimization Services
• Manpower Benchmarking • Data Security and Privacy Management • Performance and Information Management
• International Financial Reporting Standards • Incident Response & Forensics Services • Revenue Enhancement
• Digital Identity & Access Management • IT Governance and Risk Management
(IFRS) • Technical Security Assessment
• IT Operations Improvement

INDUSTRY INSIGHTS

INDUSTRY LANDSCAPE 10. Massive
competition 1. Raising and
among airports sustaining large
and new transit capital
Air Travel Demand
9. Need to hubs expansion needs
2. Meeting with
improve efficiency
profit expectations
and customer
of shareholders
service and reduce
2017 queue time
3. 9 1b 8. Carrier 3. Increased
31.2% Challenges regulatory pressure
demands for lower
equating to charges with being faced by on safety security
upgraded facilities airports and environment
930m
2012
2 .9 8 b passengers 7. Greening 4. Airline changes
requirements in network and
capacity and new
of airports and
global alliances
0 1 2 3 4 5 eco-friendly
Growing demand leading to approache 6. Need to grow 5. Fluctuating
considerable constraints s non-aeronautical and dynamic
revenue passenger needs
and demands
Emerging Trends for Airport Management organizations
Movement from government held to standalone commercial

organizations
Optimizing Creating new Pursuing
More focus on non-aeronautical revenues Operational revenue passenger
Efficiency opportunities Loyalty
Increased competition with new global hubs and airline alliances
Different needs of Low Cost Carriers ( LCC) than full service carriers
Passenger experience including focus on processing and transit times

Growth levers to handle the challenges and
*Source – IATA forecasts and Protiviti Internal Analysis changing industry trends

KEY METRICS TRACKED BY AIRPORT MANAGEMENT
ORGANIZATIONS
Airports are subjected to both internal and external constraints that depend on various factor like aviation activities, commercial
activities, site constraints, governance, ownership structure, etc. Basis our extensive experience in the sector airports
assess their performance based on some of the below mentioned indicators
Cost Metrics Cost Recovery Metrics

» Employee Productivity Measures : These measures provide » Landing Charge Collected for the use of the following
an indication of how effectively the airport uses its Labour  Operating Airfield
 Number of passengers per employee  Transport to and from remote stands
 Number of aircraft movements per employee  Manpower , Utilities and Lighting
 Number of Work Load Units (WLU) per employee  Approach / aerodrome control services
» Capital Productivity Measures : These measures provide an » Parking Charge: Collected for the use of the following
indication of how effectively the airport uses its capital assets.
 Parking in designated areas
 Number of passengers per gate  Maintenance cost of the designated areas
 Number of passengers per square meter of terminal  Cost of Technology involved in Parking
space
 Associated Manpower and Utilities
 Number of aircraft movements per runway » Passenger Service Charge: Collected for the use of the following
» Airport Cost Performance : These measures track the  General terminal facilities usage like public amenities,
public lifts, departure/arrival halls, etc.
airport outcomes on a cost basis. Labor cost share
 Labor cost per passenger  Baggage Handling systems, Check-In Counters etc.
 Labor cost per aircraft movement » Aerobridge Charge: Collected for the use of the following
 Labor cost per work load units  Maintenance cost of the Aerobridge
 Operating cost per passenger  Cost of Technology involved in Aerobridge
 Operating cost per aircraft movement  Operational cost of Aerobridge
 Operating cost per work load units  Manpower and Utilities cost
 Total cost per passenger
 Total cost per aircraft movement » Fuel Concession: Collected for the use of the following
 Maintenance of the distribution network infrastructure
 Manpower and Utilities cost associated with the
*Source – Protiviti Internal Analysis operations of Fuel networks

KEY CUSTOMER SEGMENTS FOR AIRPORT MANAGEMENT
ORGANIZATIONS
Airports today have to actively manage multiple stakeholders. Basis our extensive exposure of working across similar
clients, some of the key customer segments on which major airport management companies focus on are as follows:
3. Potential 4.Tenants / service 5. Non Travelling

1. Passengers 2. Airlines
Development Partners providers Customer
Originating National / home Real estate

Passengers Retail Airport employees
Carrier developers
Arriving Large scheduled Hospitality Food and Visitors and retail

Passengers carriers partners beverage customers
Transfer Transportation Meeters and

Passengers Low cost airline Car Park
service providers greeters
International and Employees at
General Aviation Government
domestic Service Kiosks airport service
– Private Airline service providers
passengers providers
Charter and low Cargo and end Private sector
fare airline Catering
passenger
fare airline customers service providers
passenger
Shuttle /
Charter Airlines Airport Investors Ground Handling
Commuter
passengers
Cargo Carriers Advertisers
Medevac Carriers
*Source – Protiviti Internal Analysis

THE FUTURE OF AIRPORT MANAGEMENT
Key operational focuses
Today (As-IS) Tomorrow (To-Be)
for airports
Standalone Departure Integrated Departure Control
Standalone
Control Systems (DCS) System/Passenger Securities
Airport and airline DCS
System
systems (safety and Standalone Passenger Securities
security) ! System (Immigration, customs, police,
Integrated airport platform and
Standalone Advanced Passenger Information
PSS
CID, etc.) System (APIS)
Ticket kiosks Near Field Communication
to avoid queuing archways for automatic check-in
Ticketing and boarding Swipe card or smart chips to
processes Electronic tickets and manage faster boarding
airline vouchers RFID tracking to identify
customer patterns
02F
Mobile boarding pass and ancillary service
offers by selected airlines Mobile travel
Passenger and cargo Indoor location tracking enabled through

Word of mouth
location tracking smart cards
Self-service baggage
drop and processing
Baggage handling
Location aware baggage
services Permanent bag tags using RFID
to find the location of missing
bags
Near Field Communication promotions
Electronic promotions for
Concessionaire and retail based on passenger preferences
special offers
promotions and payments
Mobile payments
Card payment
and fulfilments
*Source – Protiviti Internal Analysis

OVERALL PROJECT
APPROACH*
*Detailed project approach will be provided during the RFP stage.

Currently we are providing the overall project approach only.

THE WAY WE DO IT…
We have carefully analyzed and understood the requirements of Company A and have developed a customized
approach in accordance with your needs. We propose to carry out the engagement in the following phased approach.
Phase 1 Current State Diagnosis
Organizational Culture
Diagnosis Assessment
To-Be Operating Model
To-Be Functional and Positional Organization Structure

Phase 2
Strategic Workforce Planning
Talent and Leadership
Phase 3 Performance Framework
Framework
Phase 4
HR
Transformation HR Strategy and HR Transformation Roadmap
Roadmap
Our
Ourapproach
approachisisstructured
structuredto
tobe
besimple,
simple,logical
logicaland
andcomprehensive
comprehensivewith
withaabalanced
balancedblend
blendof
ofplanning,
planning,control
controland
andclient-consultant
client-consultantinteraction.
interaction.

MORE DETAILS OF PROPOSED PROJECT APPROACH
Key Phases and Activities Deliverables/ Outcomes
Project Planning, Organizational Diagnosis and Culture Assessment
1
• Project Initiation
• As-Is understanding including but not limited to the following: • Project charter, project plan, and
• Strategic intent, mission and vision,
#1
document requirement list
• Operating model, functional and positional structure and job profiles
• Workload drivers and manpower deployment
• As-Is Diagnostic report
• Career paths and growth opportunities • As-is culture assessment report
• HR strategy and alignment of the same with the business strategy
• Organization culture
• Gap analysis through primary & secondary benchmarking
Operating Model, Organization Sturcture and Strategic Workforce
2 • To-be operating model
Planning
• Organization Structure Design principles
#2
• Leading practice study of similar organizations and organizations structures
• Design principle formulation basis as-is gaps and learning's from • To Be Structure options
benchmarks • Top level and detailed departmental structure
16 Weeks
• To-be Operating Model and the Organization structure design • 5 year workforce plan
• Workforce plan as per the new organization structure
Talent and Leadership Framework
3 • Leading practice study of career progression and succession management
#3
framework across similar organizations
• Career Framework
• Gap analysis basis as-is understanding and learning from benchmarks • Succession Management Framework
• Career paths and career framework formulation • HIPO Development Framework
• Succession management framework design
• High Potential (HIPO) identification basis the leadership assessment and
HIPO development
Performance Measurement Framework
4 Performance Management Framework
#4
• Leading practice study of performance measurement framework across •
similar organizations • Manager and employee guide book
• Gap analysis basis as-is understanding and learning from benchmarks • KPIs for corporate and department
• Development of the Performance Management Framework
• HR Strategy
5 HR Transformation Roadmap
#5
• HR Transformation Road-map
• HR transformation roadmap design • Transition Plan to the new structure
• Transition plan to the new structure
• Action plan of interventions required to influence the culture
• Culture assessment action plan

PROJECT LIMITATIONS & KEY ASSUMPTIONS
• All documents will be in English. Arabic translation is excluded.
• Inclusion of any parent, subsidiary, or associate organization of Company A will be excluded from scope.
• Company A will designate a staff member to function as the Single point of Contact (SPOC) / Project Manager to work with Protiviti’s Project Manager.
Company A PM will also coordinate with Protiviti Project Manager to discuss and/or resolve any other issues pertaining to the project.
• Project Manager appointed by Company A will assume responsibility for organizing meetings and interviews with the senior management team of the
organization.
• All information required from Company A will be requested during the Project Initiation phase. Any delay in providing such information will cause delays.
• Company A Senior Management will be expected to play the role of Project / Program Manager (PM) for an initiative of this importance and scale
• In order to maintain project schedules, Company A PM will ensure that timely responses are obtained (within three business days) from project
participants. This includes, but is not limited to, answering questions, reviewing draft documents and providing feedback.
• Project Steering Committee meetings are recommended to be conducted at least once in 2 weeks to ensure good health and timeliness of the project.
• Company A will provide all the documentation, data and access to information to the Protiviti team to facilitate review and assessment of existing
processes / documentation.
• Protiviti shall not be responsible for any delays on part of Company A in arranging meetings with management/employees or providing required
information.
• Review comments and sign off to be shared with Protiviti within 3 working days of deliverable submission.
• Any changes to the project scope outlined in the proposal must be agreed upon by both parties at the start of the project.
• As part of identifying the Operating Model, Protiviti will not develop policies for different model, i.e. PPP policy, JV policy, investment policy etc. Protiviti
will only identify the models based on what’s relevant to achieve the objectives
• Protiviti shall identify 2 comparable organizations for identification of the relevant operating models for airport operations and management.
• Protiviti shall not evaluate or comment on the legal aspects of the operating models
• Protiviti will not conduct Feasibility studies or review the feasibility studies for classification of the investment opportunities. We shall obtain a high level
understanding of the opportunities based on available documentation and ask relevant queries as required

8
PROJECT TIMELINES

INDICATIVE PROJECT TIMELINE PROJECT DELIVERABLES
Month 1 Month 2 Month 3 Month 4
Week Week Week Week Week Week Week Week Week Week Week Week Week Week Week Week
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
STAGE I
Project Planning, Organizational
Diagnosis and Culture Assessment
STAGE II
Organization Design and Strategic Workforce Planning
STAGE III
Talent and Leadership Framework
PHASE IV
Performance Measure Framework
PHASE V
HR Transformation Roadmap
Communication support (specific to the project requirements)
This proposed timeline is subject to the availability and responsiveness of Company A project team. Protiviti will not be responsible for any delay caused by Company A with
regard to arranging interviews with managers / staff or providing the required information. The total duration of the project is Sixteen (16) weeks to complete the scope of
work. In the case of Company A’s request to reduce the proposed duration of the project as stated above, it will be reflected in the detailed project plan during the initiation
phase.
PROJECT METHODOLOGIES,
SAMPLES, AND
ILLUSTRATIONS

Project Planning, Organization design Talent and Performance HR
Organization Diagnosis and strategic Leadership Measurement Transformation
and Culture Assessment workforce planning Framework Framework Roadmap
KEY QUESTIONS FOR EFFECTIVE PROJECT PLANNING

Our approach for Company A would focus on understanding the strategic direction and ensuring alignment of the organization
Strategic Direction
Organization Operating
Model HR Operating Model
Corp Strategy
 Who is Business Model

Company A’s
 How to manage Operating Model
key customer?
the business?
 How  What is the Org Structure
Company A  What is the
core?
differentiate current Business  How work is Roles
services? Model of  How is
grouped,
Company A? accountability in
 What is the reporting  Clarity of Role Talent Supply
the core
sales &  What is the relationships Purpose
distributed?
marketing strategy of built around  How do  What kind of
strategy of Company A for  Where decisions functions, employees grow leader fit to job
Company A for moving are made? markets, role?
within the
acquiring new forward?  How roles add business lines organization?
etc ?  How are leaders
customers?  How Company A value? developed in the
N
 How are High
will transform to  How support
O
 What is Potentials organization?
Company A’s the desired work function provided growth
T I
 Is performance
growth engine? culture? effectively share
their services?
opportunities? A
Ran objective
being measured
 How Company
 Is the organization
 How is T in
S manner
A’s
competitive right-sized?
innovation
rewarded ? LU
IL
©*Source
2011 Hay–Group.
Protiviti Internal
All Rights Analysis
Reserved
advantage will
be managed?
OUR APPROACH FOR HR DIAGNOSTIC

Approach HR Interventions across 5 Organizational Levers Tools
1 Strategy and Vision Survey,

Workshops,
As-Is Culture Focus Groups,
Values
Interviews
2 Workshops,
Communication
Plan
Desired Culture
Gap Analysis
3 HR Action Plan &
Effectiveness Recommendation
Behaviors & Change
Building Blocks Management
4 Dashboard,
tracker, Project
Change Interventions Plan, Progress
& Progress Review etc.
Change Management, Stakeholder Engagement and Communication

CURRENT STATE UNDERSTANDING
Understand the strategic intent of Company A and understand the alignment of the
Strategic Intent business and the HR strategy
Understand the existing Company A operating model and also the key activities
Operating Model being performed by Company A. Understand the revenue, costs , profits, passenger
mix for Company A
Understand the existing organization and departmental structures. Understand if

Organization there are any missing accountabilities, inefficiencies, overlaps, redundancies,
Structure
inconsistencies & key risks in the organization structure
Current State Know the existing manpower distribution and understand the current workload
Workload drivers. Check if the pyramid ratio’s for Company A are optimum
Understanding
Understand how critical positions are identified in Company A. Study the existing
HR Processes career paths, goal-setting process, rating, appraisal and normalization process for
Company A
O N
Understand the existing organization culture of Company A from a variety of I
Culture A T
Assessment and talent perspective
T R
parameters perspective including the work climate, organization design, leadership
U S
2
© 2018 Protiviti Member Firm for the Middle East Region ILL
CONFIDENTIAL – This document is for your organization’s internal use only and should not be copied or distributed to any third party.
4
BUSINESS MODEL UNDERSTANDING

Key Partners Key Activities Value Proposition Customer Relationship Customer Segments
• Which key activities do • What value do we deliver to • How customers are acquired,
• Who are Company A’s our value proposition engaged with • For whom are we
the customer?
key Partners? require? • Which one of our • and retained? creating value?
• Who are Company A’s • Our distribution • Which ones have we • Who are our most
customer’s problems are
key Suppliers? channels? we helping to solve? established? important customers?
• Which key resources • Customer • What bundles of products • How are they integrated with
are we acquiring from Relationships? and services are we the rest of our business
partners? • Revenue streams? offering to each Customer model?
• Which key activities do • How costly are they?
Segment?
partners perform? • Which customer needs are
we satisfying?
Key Resources Channels
• Through which Channels
• Which key resources do do our Customer
our value proposition Segments want to be
require? reached?
• How are we reaching
them now?
• How are our Channels
integrated?
• Which ones work best?
• Which ones are most cost-
efficient?
O N
Cost Structure Revenue Streams
TI
•
•
What are the most important costs inherent in Company A’s business model?
Which Key Activities are most expensive?
•
• For what do they currently pay?
RA
For what value are our customers really willing to pay?
•
•
How are they currently paying?
How would they prefer to pay?
ST
U
ILL
• How much does each Revenue Stream contribute to overall revenues?

5
OPERATING MODEL UNDERSTANDING
Location
Supplier
Where should we be
Who are our critical
located for the benefit
supplier that support
of the business?
our work?
PROCESS
What is the work that needs to be done Value
Proposition
to deliver the value propositions to be?
How should the people

Organization
Information
who work for us be What information
O N
organized to work systems are needed for
TI
efficiently and us to function
RA
effectively? smoothly?
ST
U
2
ILL
6
What is culture?
“Competing Values Framework” is at the core of our approach to understand and audit culture
2 major polarities of values were found to determine organization’s effectiveness: Internal versus external
focus; Stability versus flexibility
Flexibility
Focus on Collaboration and long Focus on Innovation & Creativity

term value creation • External focus & flexibility
• Internal focus & flexibility • Dynamic, entrepreneurial, creative
• ‘Family’: friendly • Leader type: innovator, entrepreneur
• Clan Adhocracy • Innovation, agility, transformation
Leader type: father, mentor
• Communication, commitment, (Collaborate) (Create) • Theory = Innovativeness, growth and
creativity produce effectiveness
External Focus
development
Internal Focus
• Theory = High commitment and

solidarity produce effectiveness
Competing
Values
Focus on Efficiency and Scale Framework Focus on Goals and Short
• Internal focus & stability term value creation
• Formal attitude, structure, • External focus & stability
procedures Hierarchy Market • Result orientated, competitive
• Leader type: coordinator, • Leader type: hard-driver,
(Control) (Compete)
organizer demanding
• Efficiency, reliability, timeliness, • Market share, goal achievement,
consistency profitability
• Theory = Efficiency and • Theory = Goal achievement,
consistency produce effectiveness market share is effectiveness
Stability
Protiviti’s Overall Approach to Culture diagnostic

We have used our deep understanding of culture to develop a clear approach to support our clients. It
achieves three critical objectives with regard to culture:
• It makes culture actionable in meeting business, client, or regulatory challenge
• It is effective at Group, divisional and functional level
• It provides a robust framework to deliver change and demonstrate it to key stakeholders
1 4
Fully Action Planning: Align
understand decisions and behaviours
current in moments that matter
3 5
culture Leadership, team and
Define Measure,
individual working
culture assess and
2 priorities
practices
monitor
Define Organisational
aspirations behaviour reinforcers
Regulatory or trust Financial risk Business Focus on client New leadership or Growth or M&A
Client issue/s issue turnaround outcomes operating model
Urgency

DATA ANALYTICS/ BENCHMARKING METHODOLOGY

Build Recommendation Quality Assurance Review Understand Business Context Identify Peer group
• Build reports with recommendations • QA , SME to re-assess report • Understand business model, • Understand client industry
• Finalize form and content of • Send comments for any changes to infrastructure, drivers and risks • Define similar problem & requirements
presenting reports and roll out draft analytics team and obtain final reports • Understand the systems used and key • Define the nature of analysis
reports to Onsite team indicators of business performance • Define format and structure of
deliverables
Report Submission and Closure Define Scope and Secure Support
• Discuss the reports with the project sponsor and make changes • Outline project timeline, road map and deliverables
• Obtain buy in on report and issue final report
4 1 • Identify tools, systems requirements and resources
• Provide all data used for analysis back to project sponsor • Identify requirements to understand what kind of
QA and Scope data exists
• Archive all necessary data
Report Assessment • Gain approval in peer group and approach
Testing and Pilot Analysis Execute Data Data Preparation and Hypothesis Building
• Select relevant data, identify the outcomes Analytics Rationalization
• Submit requisition list to relevant team to gather
• Run extraction routines and queries on data, test results current data
• In case of deviation/errors, modify set of data or 3 2 • QA the data and areas for enrichment
query/routines
• Build various scenarios and analysis outcomes
• Identify the data and formats required
Testing and In Depth Analysis Status Update, Interim Reports and Conclusion Data Transformation Data Loading
• Prepare database • Prepare data, tables and relationships • Load data in the designed
environment for analysis • Monitor progress and submit pilot results/ • Ascertain levels of normalization and data structures
N
• Pitch to leading practices interim to client teams for feedback design table relationships • QA team to perform upload tested
O
• Analyze final results, in case of wrong
I
• Execute extraction • Prepare analytics queries, logic • Prepare meta data documentation
results rerun queries
T
routines and queries queries, scripts for data manipulation
A
• Monitor progress, analyze • QA to verify the accuracy, quality of output • Run query to cleanse data for junk
R
errors, modify queries • Draw conclusions (discuss with QA & SME characters/errors
T
• Test and compare results on conclusions). • Load cleansed data, run queries,
and QA converted data
US
2
ILL
9
KEY PARAMETERS FOR AIRPORT BENCHMARKING
Financial Performance Passenger Mix
The organizations selected to

benchmark with Company A
Technology would be based on the following Geography
usage criterion
Organization Capabilities Airport Concessions vs. non-

concessions
O N
TI
RA
Capex programs Traffic patterns at ST
airports U
30
ILL
PROPOSED ENTITIES FOR BENCHMARK

AS PER RFP REQUIREMENTS
O N
The above list is indicative to meet RFP requirements. Our
TI
experts would discuss and agree a comparator basket along
RA
with benchmarking parameters with the Company A team, if
awarded to Protiviti
ST
U
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ILL
ORGANIZATION STRUCTURE METHODOLOGY
O N
TI
RA
ST
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ORGANIZATION STRUCTURE – KEY FACTORS

Organization Restructuring is a combination of factors, each of these factors are unique and considered while
designing an organization framework:
Corporate
Corporate Governance
Governance
Communication
Communication Patterns
Patterns
Span
Span of
of Control
Control &
Information
Information Flow
Flow
Strategy & Critical

Strategy & Business Growth Organizational Identify
Identify Synergy
Synergy and
and
Business Growth &
& Direction Design Factors Opportunities
Opportunities
Direction
Business Culture &

Business Culture & Product
Authority & Product
Authority & Responsibility
Responsibility
Services
Services
O N
TI
Career
Career Progression
Progression
RA
ST
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ILL
3
ORGANIZATION
STRUCTURE – DESIGN PRINCIPLES/ FACTORS

Design Principles for Client’s Structure
Structure Design Principles Explanation
1. Effective Span of control Does the structure give optimum management breadth for roles
2. Drive Customer-centricity & market focus Enhance focus and Closer Interface with customers/markets
3. Drive Product Quality and Operational

Enhance focus on product consistency and operational standards
Excellence
4. Enhance Efficiency in processes Focus on standardization/improvements of processes and cost reduction
5. Build Scalability Enable growth of current business and future business opportunities
6. Enhance speed of decision making Allow quick decision making at all levels reducing response time
7. Effective Coordination across different

Coordination to increase better inter/intra-department functioning
departments and levels
8. Distinct Role Progression Distinct laddering of roles for career/succession planning
O N
9. Optimize Employee Cost Align management levels and personnel required to the needs of the organization
TI
RA
10.Enhance Role Clarity Clarity of functional roles and accountabilities across different job families
ST
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4
ORGANIZATION STRUCTURES - CONSIDERATIONS
Functional
CEO COO
Geographical/Regional/Customer
CEO COO
Country
Operations Sales/Marketing Support Country Country Support
GM GM GM
Suitability
A functional structure is suitable for smaller organizations, typically Suitability
operating within few locations and maintaining consistent policies and If organisational drivers require:
processes across the organization. • Sensitivity to local requirements
• Rapid response to local needs/opportunities
Product Matrix
CEO
CEO
COO COO
Hypermarkets Poultry Distributor
Rigid Plastic Foam Support Sales Trading Support Sales
Operations Project Project Project

Group Group Group
O N
I
Sales & MKt Project Project Project
T
Group Group Group
Functional expertise
RA
Suitability
ST
A matrix could be applied to any combination of function, customer,
geography, market, product
U
35
ILL
WORKFORCE PLANNING FRAMEWORK

FTE Analysis Framework
Considerations
Forecast Demand Forecast Supply
Forecast Demand Budget Forecast Supply
Organizational Goals
Business Strategy Internal External
Global Considerations
Labor Market - Omanization
Current
Organization Capabilities Legal Pipeline
Talent Pool
Competition
Economic Factors Labor Pool
Competencies Turnover
Analysis
Gap Competency Macro

Position Count, Job Roles Gap
Analysis Assessments Projections
Analysis
Performance Labor Market
Nationalization Evaluation Trends
Scenario Planning
Forecast: Skills and Headcount Value Proposition Forecast: Skills and Headcount
Solution Mix—Talent Sourcing
Hiring Contracting Promotion Severance Training Transfer
O N
MANPOWER DEVELOPMENT
TI
Solution Mix—Talent Retention
RA
Performance
ST
U
Training Structure Rewards Engagement Etc.
Management
36
ILL
WORKFORCE ANALYSIS METHODOLOGY

Data Collection through
Document Review, Optimized Manpower
Development of Manpower Models and Data Analysis
Process Analysis, & Future Forecast
Interviews, and Workshops
Monthly Effort FTE Calculation FTE and Cost Forecast

Target Effort
Level
Level of Level of
Process Type Outsourcing Automation
Job Level-Wise YOY
Demand Factors
Risk Estimate Bench Specialist employees to Compensation Increase

Strength administrator ratio
Work Load
Data Activity and Job-Level Wise
Effort Demand Estimate
Team Mix
Forecasted Manpower
Type of Activity
Administration Level-Wise Employee

Correction Cost Forecast
Supply Factors
Per day
Working hours Number of FTEs available
O N
Per month
TI
Working days Job Level-Wise Effort Supply Employee Employee
New Hires
RA
T
Estimate Mobility Turnover
S
Level of
Utilization
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37
ILL
WORKLOAD ANALYSIS:
DATA COLLECTION – TEMPLATE & CALCULATION

2
ESTIMATES
Department Total
Process time Yearly
Total Hours
Information Technology (One time) Frequency IT
IT
IT Mgr. Special
Exec.
ist
Key Processes Sub Processes
• Strategy Development
5 days 2 80 40% 20% 40% 100%
• Strategy Implementation
Data collection
Strategy & 15 days 12 180 50% 30% 20% 100%

Operational • Operational Business Plan Development
Business Plan • Operational Business Plan Tracking 18 days 4 72 40% 40% 20% 100%
• Troubleshooting and communicating with 4 days 12 48 20% 20% 60% 100%

user
1 hour 260 260 30% 50% 20% 100%
• KPIs Development
2 days 2 32 40% 30% 30% 100%
People • Performance Review
Management • Mandatory Training 3 hours 12 36 50% 40% 10% 100%
• Training & Development 3 days 12 298 30% 10% 60% 100%
3 hours 12 36 30% 20% 50% 100%
3 Note: To ensure consistency, time for Position Man Hours Utilized 5546 1994 1278 2445
standard activities like Performance Appraisal,
AU UU OU
N
Manpower Utilization Status
Audit, Department meetings, HSE, Near Miss
O
Calculation
and KPI setting have been added to all

departments based on the no of employees in
Per employee man hours available 1989
TI
the department. Required FTE 2.5 Current FTE 6
RA
For the purpose of targeting the desired state
of optimum manpower, globally benchmarked ST AU- Adequately utilized
U
UU- Under utilized
ILL
scenario is used. OU- Over utilized

WORKLOAD ANALYSIS REPORT

Required Approved Manpower
Manpower Utilization - Human Resources FTE Current FTE Gap
Occupied Vacant
What we analyzed
9 19 3 -13
Over Utilized Positions % 1
O 2
V 3 Under Utilized Positions % O V* Adequately Utilized Positions % O V
Career Development Manager - Learning and Learning Resource Specialist 100 1

122 1 Development 46 1
Administrator
Learning Resource Officer 205 2 1
Career Development Team
Leader 32 1
Career Development
Specialist 73 1
Quality Assurance Specialist 34 1

Career Development Officer 77 4
Management Development
Team Leader 41 1
Specialist (SM&MM) 30 1
Specialist (FL) 28 1
O N
TI
RA
Total
ST
U
Total 39 1
1
ILL
Current % utilization; 2 Occupied
current FTE; 3 Vacant current FTE;
WORKFORCE UTILIZATION REPORT
O N
TI
RA
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CAREER DEVELOPMENT COMPONENTS
 Career Development Philosophy  Successful and effective Career

involves: Development requires job profiles
 Articulation of organization specific
Career and role specification documents,
Development clear structures, grades and
Career Development philosophy Philosophy
competency models
and principles
The  Organizations also encourage
 Delineation of the role of the Linkages to
governing
the other career related architecture like
organization, managers, and processes
philosophy
and career tracks and paths, and
employees
principles criterion for movement
Connect to Career Career

processes Development Architecture
Career
Career
 Companies encourage strong ties paths,  Organizations also undertake
planning
streams
with their career support activities and
and activities, programs and processes
and the following people informatio to support their employees’ career
tracks;
n support
processes: activities
movement efforts
criteria
 Succession Planning Career  Examples of these include career
planning, career development
N
 Performance Management Support
O
workshops, career information and
Activities
 Talent Segmentation
TI
advice channels, and internal job
 Hi-Po Management
RA
posting processes
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CAREER DEVELOPMENT PLAN
Single Career Paths Dual Career Paths Individualized Career Paths

Starting in a specialist role and Starting in a specialist role and • Career paths not rigidly
advancing to a managerial role having the option to continue to defined, but designed to meet
an advanced specialist position or interests of individuals and
Example:
move into managerial roles organizational need
Director / VP Example: • Used in flatter, non-hierarchical
organizations
Intermediate Advising
Department Manager
Managerial
Level Manager Specialist • Focus on areas of expertise,
Managerial
not jobs
Group Manager
Entry Level Advising • May facilitate movement across
Manager Specialist
Project Managers organizational boundaries
Specialist
Advanced
Advanced
O N
Specialist Intermediate Intermediate
TI
RA
Entry-Level Entry-Level
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SUCCESSION MANAGEMENT
It is about managing both

Demand and Supply sides!
DEMAND SIDE
Succession
Succession
Critical Positions
Management
Management
Critical Talent
High-Potential
High-Potential Management
Management
All Positions
Career
Career Management
Management All Employees
O N
T I
RA
T
S SIDE
SUPPLY
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SUCCESSION PLANNING OBJECTIVES
O N
TI
RA
ST
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SUCCESSION PLANNING –
TARGET AND SOURCE ROLE IDENTIFICATION

Critical Role Description Source Role Readiness Output Sheet
O N
TI
RA
ST
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PERFORMANCE
MEASUREMENT– GOALS, OBJECTIVES, CSFS, KRAS & KPIS

MISSION
Why we exist
VALUES
What’s important to us
VISION
What we want to be
STRATEGY
Our game plan
BALANCED SCORECARD (BSC)
Implementation & Focus
PRIORITISED INITIATIVES
What we need to do
PERSONAL OBJECTIVES
What I need to do
STRATEGIC OUTCOMES
O N
TI
Satisfied Delighted Efficient and Effective
RA
Motivated & Prepared
SHAREHOLDERS CUSTOMERS PROCESSES
ST WORKFORCE
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PERFORMANCE MEASUREMENT– GOAL ALIGNMENT

Aligning organizational goals to department objectives in a series of steps
Organization Performance Measures
Financial Customer
Process Capability
Division Performance Measures Division Performance Measures Corporate Functions Measures
Financial Customer Financial Customer Financial Customer
Process Capability Process Capability Process Capability
Unit/Department Measures & Targets

Product Groups Materials Planning Support Services Other Services
Financial Customer Financial Customer Financial Customer Financial Customer Financial Customer
Process Capability Process Capability Process Capability Process Capability Process Capability
Measures Targets Measures Targets Measures Targets Measures Targets Measures Targets
N
Measures Targets Measures Targets Measures Targets Measures Targets Measures Targets
1. Measures
1. Targets 1. Measures
1. Targets
O
1. 1.
Measures Targets 1. 1.
Measures Targets 1. 1.
Measures Targets
2. 1.
3. 2. 1.
2. 1.
3. 2. 1.
2. 1.
3. 2. 1.
2. 1.
3. 2. 1.
2. 1.
3. 2. 1.
2. 1.
3. 2. 1.
2. 1.
3. 2. 1.
2. 1.
3. 2. 1.
TI2. 1.
3. 2. 1.
2. 1.
3. 2. 1.
4. 3. 2.
4. 3.
4. 3. 2.
4. 3.
4. 3. 2.
4. 3.
4. 3. 2.
4. 3.
4. 3. 2.
4. 3.
4. 3. 2.
4. 3.
4. 3. 2.
4. 3.
4. 3. 2.
4. 3.
RA 4. 3. 2.
4. 3.
4. 3. 2.
4. 3.
T
4. 4. 4. 4. 4. 4. 4. 4. 4. 4.
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ILL
PERFORMANCE
MEASUREMENT– PERFORMANCE APPRAISAL SYSTEM

Annual Business Plan for Company
KRAs and KPIs : Corporate – Department/ Function –

Positions
Recognition &
Target Setting
Feedback
Incentives & Individual

Rewards Performance Development Plans
Appraisal and Trainings
Cycle
O N
Measurement & TI
Review
RA
Monitoring
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HR STRATEGY
NEXT GENERATION TO DRIVE PEOPLE OUTCOMES
People Process People Outcomes Business Performance
Continuous Supply
Talent Supply of Qualified Talent
Leadership & Key

Growth
Growth in Key
Talent Capabilities Capabilities
Value Profitability
Building
High Performance
High Performance
Workforce Innovation
Employment Compelling
Relationship Employment Bond
O N
TI
People Operational Efficiency
R A
Cost Administration & Effectiveness
S T
Return
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ILL
HR STRATEGY
PROCESS FOR DEVELOPING HR STRATEGY
What are the most important trends in the environment, and what are the company’s
1 Articulate Business Strategy sources of competitive advantage? What are the critical business outcomes?
What are the capabilities needed to win in the marketplace? What are the critical roles in
2
Capabilities Required
Define Organizational and People the organization? How do these capabilities translate into critical competencies and
behaviors?
What are the key workforce outcomes from HR that the business requires? How do
3 these differ by division and geography? How are they the same?
Define HR Outcomes
Which HR programs and processes are key to deliver the outcomes required from the
business, and how are they performing today?
4 Define & Assess HR Programs
Processes that Lead to Desired
Outcomes
What are the HR program and process priorities for improving the ability to deliver on
5
the Delivery on Outcomes
Identify Initiatives that Improve the business and people outcomes?
Which metrics tell us how well HR is performing against the required outcomes, now and
6
N
Outcome Metrics
in the future?
O
Identify Key Process and
TI
7
What should the future organization and processes look like?
What is the business case for change? RA
T
Organize and Implement
What are the steps needed for implementation?
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50
© 2018 Protiviti Member Firm for the Middle East Region ILL
WHAT IS HR TRANSFORMATION
Implementing and Sustaining

HR Service Delivery
Alignment with Business

Strategy and Operating Model
Technology Adoption
HR as Business Partner
Center of Excellence
O N
TI
RA
ST
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HR
TRANSFORMATION ACTION PLAN

Cultural Transformation
Key Challenges Outcomes
Initiatives -Organizational Levers
LEADERSHIP & TALENT

• Leadership-Strategy Alignment Workshop
Increased financial and non-
• Leadership Development Program
financial performance
1. Changes in leadership • UAE Nationals Development Program
• Talent Development (Competencies aligned with core values)
Higher level of customer
2. Lack of collaboration • Fully transparent Career Advancement Program satisfaction
ORGANIZATION DESIGN & STRUCTURE
3. Lack of quality driven culture
• Lean Organization Structure & shared KPIs to drive Increase in workforce retention and
better engagement score
4. Lack of systems & processes collaboration
HR PROCESSES
5. Demotivated workforce Assured Quality
• Fair and equitable job evaluation and Grading Structure and
role titles
6. Lack of adaptability to change Increased collaboration among
• Market linked rewards philosophy
• Productivity and efficiency based incentive program
function heads
7. Stressful work environment
• Competency Based Performance management
Lack of adaptability to change
Inclusive Culture
N
WORK CLIMATE
• Employee friendly HR P&P
TI O
A
SYSTEM & TECHNOLOGY
• HRIS System Implementation Support
TR
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ILL
THE NEED FOR HR TRANSFORMATION

Top 10 Reasons for HR Transformation
1. Huge expansionary plans of the company generally applies
pressure on the current operation model of HR to function
appropriately
2. Frequent changes in the organization structure and leadership
leads to disruption of service
3. The current HR processes are manual or semi-manual and can
no longer support the company
4. The current system will not scale and either has not or cannot
keep up with the current operations of the company
5. Dissatisfaction of employees with the level of current HR service
delivery
6.Major industry specific disruption such as regulatory,
technological, huge competition and legal changes that requires a
change in People strategy
7. A shift in company strategy has resulted in a change in People
strategy
8. HR is not able to partner with business operations and current
costs very high
9. Roles, responsibilities, reporting lines, financial and non financial
O N
incentives, performance management is not clear
TI
10. The system is not able to build leaders from inside of the
RA
organization
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ILL
PROJECT TEAM AND
STRUCTURE

PROPOSED PROJECT STRUCTURE
 Among the valuable elements provided by Protiviti to Company A is the proposed team, which is a team with the skills and expertise that
qualifies it to deliver the project outputs successfully and beyond your expectations in terms of quality, comprehensiveness, time and cost.
 We have taken into account the complex nature of your business and the services required in the project when forming the project team
described below. The structure of the project team may be reviewed and modified upon commencement of the project at the request of
Company A and the tasks and responsibilities required for the project.
xxx
Company A LEADERSHIP Client Relationship, Corporate
Communication and Quality Assurance
Company A
PROJECT SPONSOR xxx
Subject Matter Expert and
Benchmarking Specialist
Company A xxx
PROJECT MANAGER Project Manager
Company A
PROJECT COORDINATOR
Company A
POOL OF CONSULTANTS
PROJECT TEAM

PROJECT TEAM ROLES & RESPONSIBILITIES
FUNCTION ROLES AND RESPONSIBILITIES

• Communicate with project partners / managers and discuss project progress on a regular basis
• Provide support to the project team by ensuring Company A staff are available and cooperating during
PROJECT SPONSOR project implementation
• Coordinate the review process of project outputs and provide final approval / accreditation for the
outputs discussed and completed
• Maintain a strong communication channel between Protiviti and Company A’s project sponsor
• Ensure that any issues raised by the Company A’s project sponsor will be properly observed and dealt
CLIENT RELATIONSHIP, with quickly
CORPORATE COMMUNICATION • Provide guidance and advice on relevant human resources practices from a regional and international
AND QUALITY ASSURANCE perspective
• Provide guidance and advice on several project technical elements, including improving the project
framework
• Communicate with the project sponsor and discuss project progress on a regular basis
• Participate in the responsibility for the overall implementation of the project with respect to quality and
delivery on time
PROJECT MANAGER
• Review and communicate project outcomes and deliverables to Company A project manager by
conducting quality assurance and authorization of final output by the Protiviti team.
• Ensure that quality assurance inputs are properly integrated by the implementation team.
PROJECT TEAM MEMBER • Perform specific tasks as mandated by the co-managers / project manager.

PROTIVITI CREDENTIALS

OUR CREDENTIALS
Client Name: Client Confidential

• Developed Organization Structure for the cargo business segment and
facility management
• Developed 3 year Manpower Plan based on the expansion plan
• Designed the Master Plan for new terminal for VIP services
Project
• Performance Measurement
Summary: • Capacity Utilization
• HR Strategy
• Developed Risk Management framework
• Designed Policies and Procedures for customer experience
Year: 2013

• Provided Process Review and Control and Risk Advisory services
• Conducted enterprise wide risk assessment
• Developed process review and control plan, prepared issue sheets and
made recommendations on various processes within the scope of work
Project • Conducted operational process review and controls which covered
Summary: operational and support functions. (Finance, HR, procurement and other
core functions process)
• Developed the Anti-Fraud policy
• Recommendations to mitigate the risks were provided to the management
and timelines for the implementation were adhered to
Year: 2014

OUR CREDENTIALS

• Developed Enterprise Risk Management company wide
• Developed Policies and Procedures for the terminal management
• Performed and Designed Digital Identity & Access Management for Airport
Security
Project
• Technical Security Assessment for the IT department
Summary: • Predicative Modeling and Advanced Analytics
• Manpower Benchmarking
• International Financial Reporting Standards (IFRS)
• IT Operations Improvement initiative
Year: 2011

• Implemented Capital Projects and Contracts management systems
• Conducted Finance Optimization Services
• Developed Performance and Information Management
Project • Identified Revenue Enhancement Initiatives
Summary: • Conducted Data Security stress tests and Privacy Management
• Examined and identified Incident Response
• Digital Identity & Access Management
• Technical Security Assessment
Year: 2016

OUR CREDENTIALS
• Protiviti was appointed as an internal process review and control co-

source provider;
• Conducted multiple process review and controls such as Recruitment &
Project Manpower Planning review, Compensation & Benefits review, Employee
Summary: Relations review, Learning and Development review, Performance
Management review, Succession Planning review etc.
• Process review and governance included compliance to COUNTRY laws
• Process review recommendations were supported with adequate
research, benchmarking and analysis
Year: 2009 to 2013
• Engaged on a Secondment contract to provide Risk Assessment and

Process Review and Control Services to client.
Project
• Reviewed, analyzed and executed of several operational and support
Summary: function internal process review and controls.
• Made recommendations to mitigate the risks to the management
Year: 2016 to Till Date

OUR CREDENTIALS
• Organization structuring for the entire authority

• Customer engagement survey
Project
• Job descriptions for all unique jobs
Summary: • Competency framework for unique jobs in xxx
• Leadership assessment tool and role profilers
Year: 2014
• Protiviti has been engaged on a co-sourcing contract to provide a

Corporate Governance Project to Ministry of Human Resources and
Emiratisation
Project • Assessed the level of maturity of corporate governance in the ministry
Summary: through conducting a gap analysis with best leading corporate
governance international practices as well as the respective laws and
regulations across the country

OUR FEDERAL ENTITY REFERENCES
• Provided Program Management support in the implementation of the

initiatives/projects outlined in the strategy.
• Covered the areas in Applications, Infrastructure, Organization and
Processes for Administration, Human Resources (Core HR processes,
Project Workforce Administration, Talent Management, Workforce Planning and
Summary: Recruitment, Learning Management, Compensation and Benefits and
Talent Management (Includes PMS, Career and Succession Planning)
and Finance departments
• Oversee Implementation of standard solutions for administrative functions
to cover HR, Admin., and Finance divisions
Contact:


• Developed process review and control plan, prepared issue sheets and
made recommendations on various processes within the scope of work.
Project • Conducted operational process review and controls which covered
Summary: operational and support functions. (Finance, HR, procurement and other
core functions process)
• Developed the Anti-Fraud policy for Ministry of Finance
and timelines for the implementation were adhered to
Contact: xxx


• Developed process review and control plan and made recommendations
on various processes within the scope of work.
Project
• Conducted operational process reviews and controls which covered
Summary: operational and support functions. (Customer, HR, Strategic Planning)
• In HR the following areas were covered: HR Policies and Procedures,
Recruitment and Selection and Talent Management
Contact: Name: xxx


• Reviewed and made recommendations to existing succession
management framework
• Identified employee career aspirations and how they can be aligned to
business objectives
• Identified the desired competencies and skills required for enhancing their
Project
impact at leadership levels
Summary:
• Undertook Current level assessments of the individuals
• Created customized development plans for each individual based of
multiple leadership development plans like coaching, strategic workshops/
courses, leadership dialogues, feedback, project assignments, trainings
etc.
Contact: Name: xxx

CLIENT REFERENCES

• Reviewed Organization Structure; Design HR Strategy, HR Roadmap,
Milestones, Goals, Objectives for 3 years and HR Organization Structure;
• Build HR Policies, Process & Procedure; Conduct Manpower Planning
and Optimization exercise for all the functions within Strata
• Conducted Job Evaluation for each position to design grading structure;
Design Organization-wide pay philosophy, deliver Compensation &
Benefit (C&B) benchmarking report and C&B Structuring report;
Project
• Designed Incentive scheme option report, framework to define,
Summary: comprehensive policies, guidelines, tools and templates for each scheme,
employee communication tools and training workshops
• Designed Competency Framework, Career Development Framework,
Career Paths/ Ladders/Maps across the identified job families; Develop
Training and Development framework , Succession Planning Framework
and Performance Management System; Design and develop an
implementation plan
Contact: Name: xxx

OUR CASE STUDIES
Talent Identification Program &

Client Name Client Confidential Project Name
Competency Gap Analysis
Location country Industry Aviation
Number of Employees 1000+ Ownership Type PJSC
• Designed and implemented the Talent Identification program to support client identify the best available talent internally and
externally to satisfy the requirements of the new Airport operations.
• Develop assessment framework for conducting leadership assessment of senior positions
Project Description • Finalize the shortlisting criteria and Invite application online from suitable candidates
• Conduct communication session with candidates to make them aware of the assessment process
• Conduct leadership assessment through online tools (i-Succeed)
• Conduct face to face interviews
• Reporting, scoring and recommendations.
67 © 2018 Protiviti Member Firm for the Middle East Region

OUR CASE STUDIES
Client Name Client Confidential Project Name HR Transformation

Number of Employees 5,400+ Ownership Type Government
Phase 1 – Develop Positional Organization Structure & Job Descriptions

• Develop positional structures (N-3 level onwards). N-3 level of organization structure with functional descriptions shall be
provided by client;
• Develop Job Descriptions (max. of 600 job descriptions from N-3 level onwards).
Phase 2 – Conduct Job Evaluation and Develop Grading Structure
Project Description • Conduct Job Evaluation to evaluate all unique positions;
• Develop a grading matrix defining minimum requirements for jobs; minimum requirements will be defined in terms of
education qualification and years of related experience and competency required to perform the job;
• Provide the standalone job evaluation tool that can be used for client to manage changes to job evaluation in future; and
• Provide knowledge transfer and training to the selected HR Staff of client.
• Analyze manpower requirements based on approved organization structure;
• Conduct manpower benchmarking.

OUR CASE STUDIES

Client partnered with Protiviti to transform its HR systems and processes to create a more business aligned work-culture i.e.
fair, transparent, people-centric, development-focused and inclusive of different cultures. The project scope included:
Organization Development
• Review Organization Structure and share the recommendations to make it more business aligned; Design mechanism to
track the organization updates, functional roles and responsibility, relationship between business units and, position titles
• Design HR Strategy, HR Roadmap, Milestones, Goals, Objectives for 3 years and HR Organization Structure
• Build HR Policies, Process & Procedure, Employee Handbook, Training workshops during the course of the project
Project Description
• Conduct Job Analysis of all the identified positions and design Job Descriptions for the same
• Conduct Manpower Planning and Optimization exercise for all the functions within Client and design Emiratization roadmap
to ensure Client delivers on nationalization mandate as well as on business goals
People Development
• Design Competency Framework (behavioural and technical),role profiles, SAP integrated competency model, process,
procedures and capability transfer workshops
• Formulate Career Development Framework, Career Paths/ Ladders/Maps across the identified job families, career
progression guidelines for the same and conduct capability transfer workshops

OUR CASE STUDIES

Location country Industry Dairy - FMCG
Total Rewards Development
• Conduct Job Evaluation for each position to design grading structure based on the worth of the role. Also, design a Position
Fitment Report and Outlier Management Plan to handle outliers
• Design Organization-wide pay philosophy, deliver Compensation & Benefit (C&B) benchmarking report covering the C&B
trend analysis of client vs. the market, and C&B Structuring report, employee fitment report and streamlines C&B process
and procedures
People Development
Project Description • Design Competency Framework (behavioural and technical),role profiles, SAP integrated competency model, process,
procedures and capability transfer workshops
• Formulate Career Development Framework, Career Paths/ Ladders/Maps across the identified job families, career
progression guidelines for the same and conduct capability transfer workshops
• Develop Training and Development framework including TNA (Training Needs Analysis), training calendar, training
evaluation
• Design Succession Planning Framework including critical position criteria, list of critical positions, list of successors,
accelerated career development program, program budget, candidate readiness report, policy and procedure and capability
transfer workshops

OUR CASE STUDIES
Client Name Client Confidential Project Name Corporate Governance Review

Location country Industry Conglomerate
Number of Employees Ownership Type Government
• Perform a “Current State Evaluation‟ of the existing Corporate Governance structures, practices and reporting lines and
provide recommendations to remedy identified gaps across the group entities; and
• Develop a “Remediation Road Map‟ proposing various initiatives that need to be undertaken to meet the minimum local
Corporate Governance requirements of the local regulators
• Role and rights of Shareholders;
• Effectiveness of Board of Directors – Roles and Responsibilities;
Project Description
• Role and Effectiveness of Board committees;
• Existence, adequacy and effectiveness of Delegation of Authority Document;
• Role and Effectiveness of Executive Management;
• Effectiveness of Internal and External Audits;
• Existence and Effectiveness of performance management systems; and
• Policies and Procedures

TALENT & LEADERSHIP FRAMEWORK CREDENTIALS
• Developed behavioral and technical competency
• Conducted Training & Development’ sessions
framework linked to job families
• Linked competency framework, career development, • Developed succession planning policy and framework to
succession planning and leadership development identify and assess high potential employees
• Developed 1000+ individual development plans
• Designing Learning & Development Framework & Strategy • Undertook leadership development based on succession
planning framework
• Conducted leadership development for 10 leaders as a • Provided continuous coaching for 1 year to 3 key leaders
pilot • Created detailed individual plans for long term
• Customized tools and individual development plans development
• Created detailed individual development plans for long
term development • Developed behavioral and technical competency
SELECT CASE STUDIES

framework
• Integrated succession planning and leadership EHC3 • Developed career progression and succession planning
development framework framework and implementation plan
• Designed coaching framework, coached 12 senior leaders • Developed 1500+ individual development plans
as successors to the existing leaders • Conducted assessment centers for 200 leaders
• Created detailed and customized development reports • Created a robust competency technical and behavioral
competency framework
• Developed competency framework and matrix for all • Trained HR on developing leaders, creating and
unique positions implementing leadership development framework in future
• Designed and conducted assessment center for testing
technical and behavioral competencies • Conducted leadership development for 50 leaders
• Developed individual development plans for senior • Created a robust leadership competency framework
management employees • Customized tools based on the industry context
• Shared group DNA analysis and got a 4.5/5 customer
• Conducted technical and behavioral assessments based satisfaction rating
on a customized competency framework
• Identified development plans to match the job profile that • Developed behavioral and technical competency
the role holders need to transition into framework
• Shared detailed development reports focusing on • Designed career paths and succession planning
development plans over the next 2 years framework and implementation plan
© 2018 Protiviti Member Firm for the Middle East Region 72

72
ABOUT PROTIVITI
Who We Are Recognized as a Great Organization
Global Presence Our Parent Company
Promise to Our Clients Our Flexible Delivery Model
Protiviti Ranks High in Client Satisfaction Our Solutions Methodology
Protiviti’s Solution Offerings Recognized as a Thought Leader
Industry Knowledge and Expertise Knowledgeleader®
Protiviti Advantage – Differentiation Klplus®
Recognized for Our Great People Our In-House Knowledge Center
Recognized for Our Great Work Executive Leadership
WHO WE ARE
• A global consulting firm that helps companies

solve problems in finance, technology,
operations, data, analytics, governance, risk Our revenue*:
and internal audit
$888 million
• We serve more than 60 percent of FORTUNE
1000® and 35 percent of FORTUNE Global in 2017
500® companies.
• Protiviti is a wholly owned subsidiary of Over 20 countries

Robert Half (NYSE: RHI). Founded in 1948, in the Americas, Europe,
Robert Half is a member of the S&P 500 the Middle East and
index. Asia-Pacific
5,000 70+
professionals* offices
*Inclusive of Protiviti’s Member Firm network

4
GLOBAL PRESENCE
13 12
4
10
9
11 15 14
17 24
1
18 22
19 16
23
6
8 25
7
3 21
20
2
5
The Americas Europe/Middle East/Africa Asia-Pacific

1. UNITED 2. ARGENTINA* 9. FRANCE 15. KUWAIT* 21. AUSTRALIA 23. INDIA
STATES Orlando, FL Buenos Aires Paris Kuwait Brisbane Bangalore
Alexandria, VA Philadelphia, PA 3. BRAZIL* 10. GERMANY 16. OMAN* Canberra Hyderabad
Atlanta, GA Phoenix, AZ Rio de Janeiro Frankfurt Muscat Perth Kolkata
Baltimore, MD Pittsburgh, PA São Paulo Munich Melbourne Mumbai
Boston, MA Portland, OR 17. QATAR* Sydney New Delhi
Charlotte, NC Richmond, VA 4. CANADA 11. ITALY Doha
Kitchener-Waterloo Milan 22. CHINA 24. JAPAN
Chicago, IL Sacramento, CA 18. UNITED ARAB Beijing Osaka
Cincinnati, OH Salt Lake City, UT Toronto Rome EMIRATES*
Turin Hong Kong Tokyo
Cleveland, OH San Francisco, CA 5. CHILE* Abu Dhabi Shanghai
Dallas, TX San Jose, CA Santiago 12. THE NETHERLANDS Dubai 25. SINGAPORE
Shenzhen Singapore
Denver, CO Seattle, WA 6. MEXICO* Amsterdam 19. SAUDI ARABIA*
Ft. Lauderdale, FL Stamford, CT Mexico City 13. UNITED KINGDOM Riyadh
Houston, TX St. Louis, MO Monterrey London
Kansas City, KS Tampa, FL 20. SOUTH AFRICA*
Los Angeles, CA Washington, D.C. 7. PERU* 14. BAHRAIN* Johannesburg
Milwaukee, WI Winchester, VA Lima Manama
Minneapolis, MN Woodbridge, NJ 8. VENEZUELA*
New York, NY Caracas
*Protiviti Member Firm

PROMISE TO OUR CLIENTS
We want you to succeed.

Our organization commits to delivering the following promises in
every interaction and on every engagement we have with you.
Deliver Value
Listen to
with Excellence
You
Openly Share Provide the

Leading Practices Right Talent
Collaborate and
Build Relationships

PROTIVITI RANKS HIGH IN CLIENT SATISFACTION
What We’ve Heard from Our Clients
Protiviti was able to supply valuable resources to assist our team when we needed them most so
the impact on our operations was significant.
We cannot say enough good things about your work and the impact on our business. In terms of
measurable results, shrink was an industry best practice level when we started and it has declined
to an even lower level since you began.
We appreciate: Quality of people and work. Service mind set. Flexibility in your approach and work
schedule. Work with a sense of urgency. Also Protiviti’s depth of knowledge with control
environment; appropriate perspective on control, how you see the big picture.
Protiviti’s IPO readiness assessment confirmed the key areas we needed to focus on and provided
a road map for the S-1 process and beyond. Their project management office (PMO) assistance
kept us on track and helped us efficiently manage the process.
—Mike D. James, Chief Financial Officer, Gordmans, Inc
Protiviti has been a great partner for LinkedIn as we prepared to go public. They brought value-
added skills that helped us improve various areas of our operations, including implementing a new
ERP system, helping us identify and evaluate our revenue system controls, developing finance
policies and procedures, and preparing to achieve compliance with our SOX program. The Protiviti
team guided management with a proactive and action-oriented approach, had a clear perspective
of our immediate and long-term project objectives, and integrated well in our company culture.
—Kent Buller, Chief Accounting Officer at LinkedIn

THE PROTIVITI ADVANTAGE
Boutique
Protiviti Big Four Firms
Recognized in the marketplace  
Global presence  
Methodologies and tools  
Experienced professionals  
Depth of risk consulting services  
Financial and management stability  
Lack of SEC restrictions  
Responsive client service  
Focus on core technology risk, business risk,
and internal audit offerings  
Independent from attestation and tax services  
Better teaming with external auditors  

THE PROTIVITI ADVANTAGE
Knowledge Transfer for Sustainable Value
Our customized communication and training methodology will
support knowledge transfer of new initiatives deep and wide
across your organization.
• Customized trainings • Adoption of new

• Change enablement processes
methodology • Internal skill and
• On time, regular knowledge building
communication • Behavioral shift and
Firm-wide
ownership of change
knowledge transfer
Protiviti engagement team …to ensure sustainable

works collaboratively… knowledge transfer to you

RECOGNIZED FOR OUR GREAT PEOPLE
One of the Top 15 One of Fortune magazine’s Recognized as a Best Place

Best Firms to Work For — 100 Best Companies to Work to Work in Atlanta, Baltimore,
Consulting magazine For (2015, 2016). Chicago, Dallas, Denver,
(2014, 2015, 2016). Florida, Houston, Los Angeles,
New Jersey, Orlando,
Minneapolis, Philadelphia,
Phoenix, Pittsburgh, Salt Lake
City, San Francisco Bay Area,
Tampa Bay, Texas.

OUR PARENT COMPANY
Protiviti is a wholly owned subsidiary of Robert Half, a $5.09 billion

public firm listed on the New York Stock Exchange (NYSE symbol: RHI).
Our parent company, Robert Half once again was named to Fortune®
magazine's “World's Most Admired Companies.“ (March 1, 2016)
Robert Half has ten specialized staffing divisions:

This proposal contains confidential and proprietary information relating to Protiviti Member Firm for the Middle East Region and Protiviti Inc.
The contents of this proposal including the information, methodologies, approach and concepts contained herein are confidential and are
intended solely for the use by persons within the addressee’s organization who are designated to evaluate or implement the proposal. The
proposal should not be shared with any third party or used for any other purpose or in any inappropriate manner.

M - CPS - HCC - 0518 - Technical Proposal - Consultancy Services - People & Organizational - Transformation

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TECHNICAL PROPOSAL

CONSULTANCY SERVICES FOR

Internal Audit, Risk, Business & Technology Consulting

© 2018 Protiviti Member Firm for the Middle East Region

Airport Company Model 7 Project Methodology & Frameworks 22

Industry Insights Overview of Protiviti 93

© 2018 Protiviti Member Firm for the Middle East Region

Internal Audit, Risk, Business & Technology Consulting

Perform a diagnosis to evaluate the gaps between

Based on the outcome of the gap analysis design a

Based on Organization Diagnosis and review of the Company A HR HR

© 2018 Protiviti Member Firm for the Middle East Region

• Long-Term Vision: To be a Customers

© 2018 Protiviti Member Firm for the Middle East Region

© 2018 Protiviti Member Firm for the Middle East Region

Our Scope of Work:: Our Scope of Work:: Our Scope of Work::

Our Scope of Work:: Our Scope of Work::

© 2018 Protiviti Member Firm for the Middle East Region

Internal Audit, Risk, Business & Technology Consulting

Movement from government held to standalone commercial

Passenger experience including focus on processing and transit times

© 2018 Protiviti Member Firm for the Middle East Region

Cost Metrics Cost Recovery Metrics

© 2018 Protiviti Member Firm for the Middle East Region

3. Potential 4.Tenants / service 5. Non Travelling

Originating National / home Real estate

Arriving Large scheduled Hospitality Food and Visitors and retail

Transfer Transportation Meeters and

© 2018 Protiviti Member Firm for the Middle East Region

Passenger and cargo Indoor location tracking enabled through

© 2018 Protiviti Member Firm for the Middle East Region

*Detailed project approach will be provided during the RFP stage.

Internal Audit, Risk, Business & Technology Consulting

Phase 1 Current State Diagnosis

To-Be Operating Model

To-Be Functional and Positional Organization Structure

© 2018 Protiviti Member Firm for the Middle East Region

© 2018 Protiviti Member Firm for the Middle East Region

© 2018 Protiviti Member Firm for the Middle East Region

Internal Audit, Risk, Business & Technology Consulting

Month 1 Month 2 Month 3 Month 4

Communication support (specific to the project requirements)

Internal Audit, Risk, Business & Technology Consulting

KEY QUESTIONS FOR EFFECTIVE PROJECT PLANNING

 Who is Business Model

OUR APPROACH FOR HR DIAGNOSTIC

1 Strategy and Vision Survey,

Change Management, Stakeholder Engagement and Communication

© 2018 Protiviti Member Firm for the Middle East Region

CURRENT STATE UNDERSTANDING

Understand the existing organization and departmental structures. Understand if

BUSINESS MODEL UNDERSTANDING

© 2018 Protiviti Member Firm for the Middle East Region

OPERATING MODEL UNDERSTANDING

How should the people

Focus on Collaboration and long Focus on Innovation & Creativity

• Theory = High commitment and

Protiviti’s Overall Approach to Culture diagnostic

© 2018 Protiviti Member Firm for the Middle East Region

DATA ANALYTICS/ BENCHMARKING METHODOLOGY

Report Submission and Closure Define Scope and Secure Support

KEY PARAMETERS FOR AIRPORT BENCHMARKING

Financial Performance Passenger Mix