ETCco & Aidiation

ETCco Document - Strictly Private & Confidential

Delivering with Excellence

IMPORTANT NOTICE This document (the “Document”) is the exclusive property of Excellence Team Consultant Company (ETCco) and its confidential information. This document is a live document, and it will be updated on monthly basis.

Key Takeaways We are Excellence Teams of Consultants (ETCco), working on multi-sector business to government or government associated companies. Government is our prime customer; we are here to deliver excellent support & services around the Gulf Cooperation Council (GCC) and the rest of the world with our trusted partners. Aligned with our Clients Missions and Visions, we assist in setting targeted goals and objectives via our experts' consultations. We extend our expertise to supporting them to achieve and implement those business-critical objectives.

Our global experience & support spans: Designing Secure Infrastructure with Secure digitization (E.g., MODA asset, Embassies, MOI, Haram…and so on)

Asset and Facility Management (A&FM); implementing the mandated Saudi National Manual for Asset and Facilities Management (NMA&FM) Development of Program Management Offices (PMOs) Technologies & Smart cities solutions Knowledge Transfer Programs (KTPs) Engineering, and advanced research Tools & Reports e.g., in providing Operation & Maintenance Cost Estimation (OMCE), Maturity Assessment (MA), Fleet Management Systems Landscaping Engineering, design, and support Procurement & Outsourcing

Our Privilege

We Introduced Smart Solutions Consultation Services to GPH (Est. 2020) Smart Haramin Project

ETCco capabilities brief

Global Presence Through Partners ETCco Group operates with its subsidiary companies (ETTE & BTCco), where ETTE is in the global trading business, and BTCco operates in the Balkans countries as a consultant and trading company.

UK

China

Canada

Bosnia (BTCco)

Saudi Arabia (ETCco) India

Australia Saudi Arabia (ETTE)

Ghana

Competences and Partners

Key Facts

Over

Key Figures

11 Ministries - evaluated and ranked

+15

+22

Our Global partners

Our Experts

600+ years Our total experience Through our experts

2019

NEW

NMA& FM

New established Saudi company with global knowledge

We participated in the KSA NMA&FM development

Instrumental in helping to create KSA NMA&FM

Ministers Evaluation

ETCco Document - Strictly Private & Confidential

ETCco embed experts within clients’ organization to identify and support transformation initiatives to drive efficiencies and provide cost savings. We evaluated and ranked levels of KSA Ministries’ maturity.

Our Engagement Through our Subject Matter Experts

KSA is an Economy in Rapid Transition KSA 2030 is a visionary revelation within the kingdom, including A&FM, and technologies.

A series of profound steps will be taken to increase the Kingdom’s global presence.

ETCco is a Saudi advisory business created specifically for the Kingdom of Saudi Arabia & GCC countries with an operational excellence goal.

Our footprint is illustrated through our Subject Matter Experts.

Develop and deliver a sensitive, sustainable transformation of the region, reaffirming it as one of country’s most important archaeological and cultural destinations and preparing it to welcome visitors from around the world.

Capabilities

Our focus on A&FM, smart cities, and defense architecture framework & acquisition. New technologies allows us to bridge the gaps between differing and displaced Assets, finance, and IT.

Consultation

Change management

Asset & Facility Management (A&FM)

Strategies Enablement services

Customer Experience (CX)

Research & Development

IT & Technology

PMOs Development

Logistics & Supply

Defense Framework & Acquisition

Design review

Smart city solutions

Knowledge Transfer Programs (KTPs)

Geospatial Survey

Services

& e-learning Procurement Transformation, polices, and Governance

Business Support

ETCco Program Lifecycle

▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪

DESIGN

INTEGRATE

SUPPORT

Plan - Analyze - Design - Procure

Build - Configure - Integrate - Test - Fix

Deploy - Operate - Support Monitor - Maintain

As-Is to To-Be, study & plans Acquisition Approach and RFPs Program Management System Design Smart cities & solutions AI solutions Systems Engineering Technical Advisory Economic Cost Analysis Transformation Plans Enablement Plans Knowledge Transfer Programs (KTPs)

▪ Client requirements development, including business, functional, & operational ▪ Integrated solution and configuration ▪ Systems Integration ▪ Modernization & Engineering ▪ Develop solutions ▪ Testing & Evaluation ▪ Fix & adjust solutions ▪ Acceptance teat

▪ Deploy tested solution Integrated Logistics Support ▪ Training & Learning Solutions ▪ Tech Support ▪ Asset Management ▪ Operations & Maintenance ▪ Sustainment & Modernization ▪ Monitor & report ▪ Maintain ▪ CX test & report ▪ Improve

Aidiation capabilities brief

Strategic Procurement & Compliance AIDIATION - Experts in Strategic Procurement AIDIATION will work with you to develop and deliver procurement capability and capacity that is tailored to your organisational needs, ensuring market propensity to work with you to achieve your strategic and operational imperatives, mitigating supply chain risk, by providing surety in terms of price, quality and time.

Vast Procurement Experience We have advised public and private sector entities and have designed, built and managed effective procurement organisations in KSA and around the world.

• Procurement Advisory, Management & Delivery • Riyadh based, extensive GCC & Global experience • KSA, UAE, UK based Executive + Associate Network • Uniquely placed to effectively serve KSA market • Capacity immediately available to support your project with capability to scale at pace

Risk Focus Align market with client specific risk/consequence assessment outcomes via appropriate contractual mechanisms that include; • Safety (people and equipment) • Financial Impact • Reputational Damage • Legal and Regulatory Risk • Social and Environmental Risk Aidiation works with the market to ensure capability, capacity and compliance, ensuring an understanding of project and operational risk enabling safe, efficient exploration and mining.

How we Operate 1. As a procurement service provider and procurement delivery partner, Aidiation has incountry resources available to meet with your organisation immediately to understand your requirements.

2. The team will walk-through your organisation's vision, mission and strategy, and tailor Aidiation’s Procurement Roadmap to meet your organisation's needs, developing procurement strategies that optimise successful delivery.

3. Digitally agnostic, Aidiation has vast experience of developing, installing and optimising procurement systems and processes allowing for the rapid adoption of existing procurement systems, or advice on appropriate procurement technologies, should gaps exist.

4. Our engagement model provides agility to support your organisation through all stages of its maturity and its changing procurement needs.

5. Whether you need immediate relief, short-term or longer-term savings strategies and delivery, project support, or process outsourcing, Aidiation is adaptable to support your needs.

“Our leadership team brings a unique combination of commercial, procurement, training, and digital transformation expertise, aligned to Ma’aden’s Vision 2030 mining ambitions. Collectively, they offer decades of international experience delivering multi-billion-dollar programs across Saudi Arabia, the Middle East, and global markets.”

The Aidiation Roadmap

“The team will walk-through your organisation's vision, mission and strategy, and tailor Aidiation’s Procurement Roadmap to meet your organisation's needs, developing procurement strategies that optimise successful delivery.”

Let’s ideate and find a way to collaborate!

!‫دعونا نفكر ونبحث عن طريقة للتعاون‬

Pulse_Infra capabilities brief

Introduction To Pulse Pulse Infra Analytics – Where Intelligence Meets Infrastructure Pulse in Brief • We’re not new. We've operated globally as Risk Gear Ltd. (UK-registered) since 2006.

What defines us is not our name but our 120+ years of cumulative experience in AM, digital transformation, and precision delivery.

• Hands on strategic consultants specialising in transforming asset data into information intelligence specifically for organisations managing complex infrastructure portfolios.

• Our team has delivered more than 110 complex transformation programmes across 20+ countries, enabling sovereign-critical change for clients including UK Ministry of Defence, NEOM, Singapore’s Smart Nation, DP World, ENOWA, Thames Water, Tenaga Nasional Berhad, SEC (D&CS, NGSA & SEPC), MAHB, Highways Agency, and Transport for London (TfL).

What We Are (and Are Not) We’re not resellers or slide-makers.

We’re embedded delivery partners with real airport, utility, and giga-project operations behind us.

Leadership credentials include Chartered Engineer (CEng), Chartered Management Consultant (ChMC), Fellow of the Institute of Asset Management (FIAM), IAM Endorsed Trainer, ISO 55001 Assessor, and direct contributions to international standards through the IAM, ISO, and GFMAM. Why Pulse?

• Real-World Impact: Delivered AM transformation across major airports and sectors • Deep Expertise: Chartered engineers, IAM trainers, ISO 55001 assessors, ex-AMCL/SEC leaders • Maturity Methodology: Field-tested playbooks from IAM L0 to ISO-level systems • Execution-Focused: We deliver systems, governance, data, and team capability—not just advice • Scalable Muscle: We activate a local and global network of 30 consultants, analysts, engineers, and integrators • Offshore Capability: Pulse has over 50 expert data scientists, technologists, data wranglers not just a small bench Our Difference: We design, embed, and exit leaving behind a functioning AM capability, not a system shell.

We don’t just adopt global best practices we’ve authored and operationalised them at scale

What We Do

In A Rapidly Evolving

We Specialize

World where technology is the driving force, Pulse Infra Analytics is your collaborative team in navigating the journey from strategic vision to operational excellence.

in bridging the gap between innovative strategies and real-world implementation, harnessing cutting-edge technologies like AI, blockchain, and more

Our Mission

With Pulse

Is to empower organizations to thrive in a connected, sustainable, and tech-driven future.

You're not just envisioning change; you're making it happen

The 3 Point Pulse Way Bridging Innovation to Success Innovation-Driven Solutions Delivering innovative operational solutions that optimize efficiency, enhance performance, and position businesses for long-term success. Our approach combines strategic insights with practical solutions to address complex challenges and drive tangible results.

Strategic Technology Integration Specializes in strategically integrating cutting-edge technologies like AI, blockchain, and emerging tech to drive transformative change and unlock new opportunities for our clients.

Operational Transformation Leadership Seamless alignment between strategy and implementation.

Our hands-on approach and proven methodologies empower businesses to navigate complex challenges and achieve measurable success.

Core Capability - Asset Management Asset Management NOT Maintenance

What we deliver

01 Technology Implementation

02 Risk Modelling

Deploying advanced technologies, vendoragnostic systems integration and custom software solutions to enhance operational efficiency.

Conducting risk assessment and developing predictive models to safeguard asset value.

03 Consulting & Advisory

04 Training & Support

Providing tailored strategies and insights for asset & data management and regulatory compliance.

Delivering customized training, executive briefings and ongoing support for client enablement and competence enhancement.

Our Senior Experts

Dr. Hassan S. Almari – ETCco Group - CEO and Board Member Snapshot of work/career experience: Dr. Hassan S. Almari, a Saudi expert with over 24 years of professional experience. He hold two master’s degrees and a PhD in digital domain from one of the world’s top universities (Australian National University), which ranked 16th globally in (QS-2008). His career spans involvement in both military and civilian digital infrastructure and large-scale systems development. He possess deep expertise in smart solutions, enterprise strategies, governance frameworks, acquisitions frameworks, policies, and systems “architecture and design”. During “Smart Haramin Project”, Hassan designed and developed the approved smart solution concept and architecture for Makkah & Madina assets infrastructure in 2020-2022, which was approved by the KSA government. Moreover, Hassan authored 11 chapters of the Saudi National Manual for Asset and Facility Management (NMA&FM), which was officially published in 2022, and evaluated the maturity of 11 government entities concerning the manual implementation and compliance. Throughout his career, he have successfully led multiple departments, guided diverse teams, and have overseen numerous projects, ensuring strategic execution and impactful results.

Qualifications: PhD Software/System Engineering, Master of Engineering (Honor), Master of Software Engineering (Australia)

Eid Alenzi – CFO & Strategic Relationships Senior Advisor Snapshot of work/career experience: Eid Alenzi is a retired technical engineer officer with 25 years of expertise in military systems maintenance, supply chain management, and logistics. His career includes key roles such as Assistant General Manager of Operations and Maintenance, Supply Management Manager, and Weapon Maintenance Manager at the General Organization for Military Industries and the Royal Saudi Air Defense Force. Skilled in preventive maintenance, warehouse management, and quality control, he has led teams, optimized supply chains, and ensured operational readiness. Proficient in leadership, decision-making, and strategic planning, he holds a Bachelor’s degree in Technical Engineering and numerous specialized certifications.

Qualifications: Bachelor’s Degree in Technical Engineering/Mechanical Technology (Saudi Arabia)

Ra’fat Fekry – Senior Supply Chain & Business Growth Senior Advisor Snapshot of work/career experience: Ra'fat Fekry is a Certified Senior Supply Chain Manager (CSCM) with over 30 years of experience in strategic procurement, logistics, and operations across telecom, oil & gas, utilities, and government sectors. Currently an Associate Director at KPMG KSA, he has led transformative projects, including authoring the SCM manual for Saudi Arabia’s national Asset and Facility Management program. Expert in ERP implementation, inventory optimization, and Lean processes, he has held leadership roles at Serco, STC Solutions, and Wipro. Holds a Post Graduate Degree in Business Administration and multiple certifications in supply chain and leadership.

Qualifications: Post Graduate Degree in Business Administration (Egypt), Bachelor of Science in Accounting (Egypt), Certified Supply Chain Manager, CSCM (USA)

Ramzi Lebbos – Business Development & Procurement Strategic Senior Advisor Snapshot of work/career experience: Ramzi is a seasoned professional with over 20 years of management experience to drive projects from concept to launch, specializing in strategic planning, operational efficiency, and team leadership. His project management expertise includes end-to-end execution of large-scale initiatives such as remote camp mobilizations, ERP system rollouts, and MEP procurement for infrastructure projects. A skilled relationship manager, he has built strategic stakeholder partnerships, negotiated contracts, and fostered stakeholder collaboration across industries, ensuring compliance and risk mitigation.

Qualifications: Master of Business Administration - MBA (UK), Lean Six Sigma Green Belt (LSSGB), American Certification Institute

Adom F. Manso – Asset and Facility Management Advisor & Business Development Senior Advisor Snapshot of work/career experience: Adom F. Manso is a highly accomplished engineer and facilities management expert with over 30 years of experience in asset management, operations, and large-scale project delivery. Specializing in M&E systems, FM strategy, and compliance (HTM, JCI), he has led critical projects for Serco, CBRE, and NHS trusts, including the Royal Commission AIUla and Cleveland Clinic Abu Dhabi. Skilled in performance monitoring, contract management, and digital transformation, he holds an MBA, NEBOSH, and AP certifications. Adept at stakeholder engagement and team leadership, he drives operational excellence and innovation in high-profile environments.

Qualifications: Master of Business Administration - MBA (UK), BTEC (UK), Diploma Principle Engineering (UK)

Profiles

Jody Ade Coker is an accomplished Procurement Managing Director and Founder of Aidiation, with nearly 25 years’ international experience delivering procurement strategy, transformation, and digitization across government and private sectors. Based in Riyadh with extensive Middle East expertise, he has led multi-billion-dollar procurement portfolios as Project Procurement Director for Mace Arabia on a Red Sea giga-project and as Development Procurement and Contracting Director for Riyadh’s Sports Boulevard Foundation. As Managing Director of Aidiation, he has pioneered AI-driven consulting solutions to optimise procurement and automation strategies. His track record spans energy, infrastructure, healthcare, and government advisory with leading organisations including Origin Energy, Mubadala, Serco, and GE. Jody combines deep technical expertise, leadership in building procurement organisations, and a commitment to digital innovation and knowledge transfer, capabilities that will enable Ma’aden to strengthen its supply chain resilience, embed world-class governance, and accelerate Vision 2030 mining sector ambitions.

Doug McWhinney is a seasoned Commercial and Procurement Director with over 35 years’ international experience delivering multi-billion SAR programmes across mining, infrastructure, and mega-projects. A Chartered Quantity Surveyor and FRICS Fellow, he has led the successful procurement and negotiation of contracts exceeding 2.5bn SAR in Saudi Arabia, embedding full transparency and governance. His expertise spans CAPEX/OPEX budget control, procurement strategy design, and supply chain optimisation, with a proven ability to drive localisation through the integration of Saudi vendors and workforce development.

Having held senior roles at NEOM, Mace Arabia, Battersea Power Station, and Laing O’Rourke, Douglas is recognised for advancing sustainability, risk management, and commercial innovation that deliver long-term value. His leadership ensures Ma’aden can strengthen its supply chain resilience, build national capability, and achieve operational excellence in line with Vision 2030.

Profiles

Lynn Young is a seasoned Commercial and Procurement leader with over 20 years’ international experience, having led procurement and supply chain operations across the UAE and broader Middle East.

She has served as Procurement & Supply Chain Director at Khidmah (Aldar) and Head of Procurement at Emrill and Serco, overseeing full end-to-end procurement strategy, contract negotiation, supplier development, and cost optimisation. Lynn’s strengths include driving commercial discipline, governance, and transparency, integrating digital procurement systems (SAP, Ariba, Coupa, Oracle), and delivering measurable value through supplier segmentation, risk management, and strategic sourcing, capabilities that are directly applicable to Ma’aden’s ambitions in mining supply chain excellence and cost efficiency.

Fahim Khan is a senior procurement and commercial leader with over 25 years’ international experience spanning consulting at large-scale operations in the UK and UAE. As Group Associate Vice President of Procurement at NMC Healthcare and former Director of Procurement at Cleveland Clinic Abu Dhabi, he has led multi-million-dollar procurement programmes across construction, fit-out, facilities management, asset management, IT, and indirect spend. His expertise includes developing procurement governance frameworks, implementing savings initiatives, negotiating major CAPEX and OPEX contracts, and driving supply chain consolidation to deliver sustainable cost reductions and efficiency gains. With a proven record of embedding robust vendor management, performance frameworks, and strategic sourcing, Fahim brings commercial acumen and procurement leadership directly transferable to advancing Ma’aden’s mining supply chain resilience, localisation, and long-term value creation.

Profiles

Yasmine Rhezouani is a seasoned digital procurement transformation leader with over 15 years’ experience in driving Source-toPay (S2P) initiatives, blending procurement expertise with systems integration and change management.

She has served as P2P Consultant at Deloitte, led deployment of e-sourcing, spend analytics, contract management and supplier relationship modules, and overseen governance, KPI dashboards, and training programmes to embed adoption. With a strong record in digitizing procurement workflows, optimizing supplier networks and enhancing compliance and visibility, she brings capabilities that can help Ma’aden accelerate procurement modernization, improve spend efficiency, and embed digital discipline across the mining supply chain.

With extensive expertise in leadership, training development, and quality assurance, Louise Greensmith offers proven capability in transferring knowledge that strengthens technical workforce capacity and operational excellence in complex industries such as mining. She brings a strong record in curriculum design, stakeholder engagement, and regulatory compliance, ensuring learning programmes align with both sector standards and organisational objectives. Skilled in embedding HSE compliance, process improvement, and data-driven decision-making, she enables teams to adopt best practices, enhance safety culture, and achieve sustainable productivity gains. By leveraging inclusive teaching methods and digital learning platforms, she ensures effective knowledge transfer across diverse, cross-functional teams, supporting Ma’aden’s ambition to develop world-class mining talent and drive long-term value creation.

A&FM Revolution – Quick Brief

13 Vision Realization Programs to satisfy 2030 Vision Goals

Estimated result of applying National Committee for Legislation and Standardization of Operations and Maintenance

(NCLOM) report, recommendations within O&M domain & reducing expenses

80.00 3.52

70.00

The savings associated with O&M transformation initiatives estimated at SAR 46.5bn over 10 years (2023 – 2032).

50.00

0.52

0.24

40.00

0.83 1.93

1.22

0.55

1.17

1.55 3.62

2.73

1.97 4.60

30.00 20.00 10.00

26.95

29.65

32.61

42.19

38.91

35.87

44.08

48.08

46.04

50.20

2.44 5.69

52.40

6.90

54.68

8.22

57.05

4.15 9.69

59.50

2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 0%

0%

0%

0%

2%

4%

6%

8%

10 %

12 %

14 %

16 %

18 %

20 %

O&M Spend

According to a National Committee for Legislation and Standardization of Operation and Maintenance (NCLOM) report, released in 2015. the government investment over the past 10 years, aimed at improving infrastructure sustainability, which drive government in an increase of more than SR300 billion ($80 billion) by 2030, applying Government O&M transformation initiatives, which will realize benefits from 70% of Transformation initiatives defined in the NCLOM Study, the remaining 30% of O&M transformation initiatives require enhancements to the Eco system.

60.00

2.96

ECO O&M System Excellenc Initiatives e Savings Saving

Evaluations:

(Billion SAR)

Summary of NCLOM Report focus

Theme Strategy, Governance & Economics

Legislation & Standard

Finance, Accounting & Procurement

Management

Priority Issues Industry governance

2. Health & Safety Enhancement

Contractor Accreditation

3. Contractor Accreditation

Operating Standards

4. Maintenance Standards

Budgeting

5. Financial Control System

Contractor Procurement

6. Contractor Procurement

Lifecycle Management

7. Lifecycle Management

Performance Management

Skills Development Service Delivery

Operations

1. Strategic Asset and Facilities Management

Safety & Environmental

Supervision Human Resources & Admin.

Initiatives

Technology

Planning & Scheduling Inventory & Spares

Total Issues Identified

89

High priorities

28

Strategic Theme

6

Initiatives

12

8. Supervision and Performance Management

9. Workforce Skills Upgrade

10. CMMS/CAFM Standardization 11. Planning & Scheduling 12. Spares Supply Chain Enhancement

NCLOM Report KPIs 7- Lifecycle management

1- Strategic asset and facilities management

% applicable assets purchased using LCC % sites achieving NDP objectives.

%maintenance man – hours used in desing

Average space per employee

% building code compliance

Capital receipts from property disposals

Projected savings through replacement Average asset lifespan

% end user satisfaction with facility

8- Supervision and performance management

2- Health & safety enhancement

Worker /supervisor ration % SLA compliance

% required qualified HSE staff on site

% performance – based contracts

% staff with correct PPE

% performance reports logged in central database

%required risk assessments in place % compliance with safety procedures

9- Workforce skills upgrade % job positions with documented skills profile

3- Contractor accreditation

Students enrolled in O&M relevant courses Annual training hours per worker

% Government contractors accredited % contractors accredited under new system % contractors within accreditation limits

52 KPIs Based on 12 Domains )NCLOM Initiative)

% job positions with an aligned qualification % applicants undergoing full technical screening % staff with required certification

Average contractor accreditation score

10- CAFM/CMMS standardiation 4- Maintenance standards

% compliant CAFM /CMMS systems % Sites using CMMS data for asset strategies

% maintenance processes with SOPs

% sites using CAFM / CMMS

% compliance with SOPs

CAFM / CMMS recorded man – hours vs. total

% site O&M manuals compliant with standards

% asset registers in CAFM/ CMMS

11- Planning & scheduling

5- Financial control systems

% proactive maintenance % sites compliant with standard

Ready schedule months

% budget compliance

Schedule compliance

%budgets created in compliance

% assets prioritized using agreed methodology % assets with structured strategies

%compliance with new reporting procedures

12- Spares supply chain enhancement

6- Contractor procurement

% parts available on standard parts list

% contracts awarded following PQQ

% sites using regional spares network

Quality score of bids submitted

% inactive stock

% discounts achieved

% stock outs

We consider NCLOM KPIs during government transformation projects

Realization of hidden cost and prevent them as necessary Iceberg Model – Drivers of high Operation & Maintenance Costs we covers both costs during delivery Contracts Manpower Overheads

Equipment & Materials

Direct cost (visible)

Spares/ consumable management

Hidden costs (invisible)

Reworks Absence of procedures Lack of transparency

Asset Lifecycle Over maintenance Maintenance planning High energy/ water consumption No Asset Registry

Skills & capabilities CMMS utilization & configuration No Maintenance strategy

Weak HSE procedures

Poor productivity

High reactive maintenance

Expro - Main Deliverables

White Book

Blue Book

Two Saudi Manuals concerning: 1.

2.

National Manual for Asset and Facility Management (NMA&FM) - Blue Book Construction projects - White Book

are mandated to be applied for all government Entities.

Construction and O&M projects and Contracts

NMA&FM Excellence of Operation

Our experts participated in the Saudi (NMA&FM) development as Authors

Our SMEs Authored, reviewed, and corrected these volumes

Mandated by MBS - (Expro project) - NMA&FM - 17 A&FM Volumes

Introduction

Asset Management

Condition Assessment

Supply Chain Management

Contracts Management

Health, Safety & Environment (HSE)

Performance Monitoring

Operations and Maintenance – Project Interface

Energy Management & Sustainability

Financial Planning

Operations Management

Maintenance Management

Work Control

Quality

Risk Management

Document Management

Emergency Management

White Book

Modular Maturity Assessment (MMA)

3.5

Pillar 2 Maintenance Management

Average Total

Pillar 5 Organization

MMA is a regular report requested by the Saudi Government through Expro. We can provide MMA with SME support and guidance to achieve better levels of maturity to achieve your business goals.

Pillar 1

Strategic Asset Management

Pillar 2

Maintenance Management

Pillar 3

Operations Management

Pillar 4

Data & Performance

Pillar 5

Organization

Pillar 6

Supply Chain

Average Total

2.6

3.7 3.1 3.6

4.1 3.9

3.5

Government Entities links to MOF and Top Government Requirements: Our Experts participated in UGRP concept, WE know the requirements and we can help Entities to implement them IPSAS project feeds all required methodologies, processes, models..etc into UGRP

UGRP NCGR

6 De-Centralized Entities: MOH, MOE/TBC, Entity , MOI, MNG & MOMRA, Client , DGDA, NEOM..etc

Elm

13 Centralized Entities:

EY (Advisory)

MOF, EXPRO, MHRSD, LCGPA, MOCIT, MOJ, MOT, SASO, GAS, SGS, NCA, NTP & NDMC

KPMG & TCS (Consortium) Modules

UGRP Modules Finance

Asset Register

HR

SCM

MS No RFP Yet

AR Requirements

MOE AR has not started yet and shall follow best practices and MOF/Expro minimum Req.

MOE/TBC

Feeding informtion

Feeding informtion Currently AR on progress for all

PNU

IMAMU

MEWA

MHRSD

MOF

MOT

KSMC

SAC

Haramain

UGRP Owners The AAC (IPSAS) will enhance decision-making in supporting Vision 2030 and the wider Ecosystem

Partners We unite to develop integrated technologies that achieve digital transformation and facilitate electronic transations for government agenies, private sectors and individuals.

Transformation & Change Management (Agile Approach)

From objectives to Activities (linkage) To support government Entities in their transformation programs and services. We will optimise quality, competences and effectiveness to improve decision making, governance, knowledge transfer, and operational costs.

Our Aim

Main Activities

Support Entity in data centric methodologies and consistency to support decision making

Optimizing cost in operation, process, automation, and transformation contracts through Experts and technologies

Saudization with best practise knowledge transfer is our prime goal to support Saudi government Entities.

Improving governance and monitoring schema through will defined process and with smart solution mechanisms

We can support Entities through:

Review and enhance TOM, mission, and required achievement objectives and plans

Change management concept development with continues improvement plan

Support and govern data & process + Performance monitoring

Utilise smart solutions and technologies

Develop and implement best practise process, methodologies, and standards

Test proposed solution with CX methods, then Roll-out

Our Transformation Domains Asset Management and Facility Management (A&FM) We provide best practice based on Saudi National Manual (NMA&FM)

Knowledge & e-Learning

PMO & Enablement Programs

We provide KTPs based on needs and domains by building learning platforms

Developing PMO offices base on domain and mission with enablement strategies

Transformation Domains Defense

Procurement & Commercial

We help the defense sector to implement best Architecture framework and acquisition processes

Provide strategic consultation to improve the domain with best analysis and IT solutions

Technologies & Smart Cities Identifying government gaps and needs for automation and provide best-fit solutions or build it for them

Customer Experience (CX) Test solutions and make sure it fit the purpose before rolling out

Our General Transformation & Transition Journey Methodology

Identify (Quick Wins) initiatives (short term)

7: Evaluate and support Skills & Capabilities with knowledge Transfer Programs 8:Develop Continuous Improvement plan 9: develop Customer Satisfaction methodology and Monitoring method

•

ETCco local and international Expert Knowledge and partners

•

Well defined Knowledge Transfer Programs (KTPs)

•

Empirical User Experience (CX) studies

•

Utilizing latest global Tech. aid tools within required domain

Utilisation of fit to context IT smart solutions

6: develop well defined Performance monitoring method & Reporting

domain

Proven fit solution through CX lab test

5: Evaluate & Improve IT infrastructure, Information System & Data Management

Latest global best practices within required

Designed KTPs to improve in skills & capabilities

4: Improve Operational Management & supply chain aspects including Contract Management

•

Enhanced continuous improvement culture

3: Enhance current strategy, governance, polices,

Enablers:

Well structured TOM

2:Assess Target Operating Model (TOM) and redesign if required

Performance monitoring KPIs and Dashboard. system

Identify (Transformational) Initiatives (Long term)

Well defined procurement and contracting methodologies

Operational Excellence & sustainability

Enhanced Planned Operational regimes

Work streams (focused on required domain)

1: Review & improve Goals and objectives

Develop Transformation/Transition Plans

Develop Initial Capability Document (ICD)

Engagement & Assessment Phase

To-Be State

Transformation & Transition Journey

Well defined processes, governance model, and policies

AS-IS State

Our Transformation Process

Initiate

Get data & Elicit Requirements

This is a first client engagement that needs an understanding of the overall scope, operating model, stakeholders, and to develop the RACI matrix

Gather required data and perform requirement elicitation process to ensure client needs and the required change

Analyse Develop, Implement, Review &Test This face is to develop pre-defined solution, implement it, test it onsite, rollout the solution, review results, and refining process

Transformation Process

Ranking gaps and prioritize This step is important for clients to develop quick wins plans & long transformation plans

Analyse collected data with different techniques and tools to identify gaps and to plan for solution

Asset & Facility Management (A&FM) (Delivering with excellence and based on the Saudi NMA&FM)

Transformation & Transition Journey - Scoped to Asset and Facility Management (A&FM) domain

Identify (Quick Wins) initiatives (short term)

•

ETCco local and international Expert Knowledge and partners

•

Well defined Knowledge Transfer Programs (KTPs)

5: Evaluate & Improve A&FM IT infrastructure, Information System & Data Management

•

Empirical User Experience (CX) studies

•

Utilizing latest global Tech. aid tools within

6: Develop well defined Performance monitoring method & Reporting 7: Evaluate and support Skills & Capabilities with A&FM knowledge Transfer Programs 8:Develop A&FM Continuous Improvement plan 9: Develop Customer Satisfaction methodology and Monitoring method

required domain •

Saudi National Manual for Asset and Facility Management (NMA&FM) guidelines

Utilisation of fit to context IT smart solutions

domain

Proven fit solution through CX lab test

Latest global best practices within required

Designed KTPs to improve A&FM skills & capabilities

•

Enhanced A&FM continuous improvement culture

4: Improve Operational Management & supply chain aspects including Contract Management

Enablers:

A&FM Performance monitoring (KPIs and Dashboard)

3: Enhance current A&FM strategy, governance, polices,

Identify (Transformational) Initiatives (Long term)

Well defined procurement and contracting methodologies

2:Assess A&FM Dept. Target Operating Model (TOM) and redesign if required

A&FM Operational Excellence & sustainability

Enhanced Planned O&M regimes and space utilization

Work streams (focused on A&FM)

1: Review & improve A&FM Dept. Goals and objectives

To-Be State

Well A&FM defined processes, governance model, policies

Plans Develop Transformation/Transition

Develop Initial Capability Document (ICD)

Engagement & Assessment Phase

Transformation & Transition Journey

Well A&FM structured TOM

AS-IS State

Core Pillars to Increase A&FM Maturity and Capability

A&FM + Smart Solutions We transform A&FM domain to best practice with embedded smart solutions. As we participated in developing the Saudi NMA&FM. Hence, it is our guidelines to improve the A&FM domain for our clients.

Transformation Planning and implementing transformation and transition phases with fit-to- purpose approach is our strength, which performed with change management and continues improvements plans in place.

End users Centered Approach

Employment and skills Our mission statements with the clients is “ we come as experts, and we left Experts”. We do a range of knowledge Transfer Programs KTPs) in different sectors, which can improve our client competences.

Customer Experience Utilizing our CX solutioning prototyping methodologies to ensure the suitability of the solutions to our clints problem context. End users' satisfactions is our goal during solutioning implementation.

Enhancing Asset Management Practices

Improve Client knowledge with ETCco expertise and our excellence of services delivery

Share our knowledge with the Client to improve A&FM domain based on best practices and needs

Develop an organizational architectural framework that integrates all (A&FM) domains together

Develop fit to context strategies and process based on the client goal and objectives

Monitor and govern operational and financial activities through smart solutions and technologies

Utilize the Saudi NMA&FM guidelines to refine and combine all artifacts including people, process, data, and technologies together.

Develop and maintain excellence with reporting mechanisms and continues improvement plan

Bespoke Support for the Client depending on context of Operation (A&FM)

Understanding Differing Client views (Example)

Client Views are our main concerns

As per your context, scope, and objectives, we shall deliver with excellence.

Note: Quality of our deliverables is the most critical aspects that set us apart from others

End to End transformation - Framework linkage with NMA&FM Guidelines Benchmarking & best practice

Enablement Plan & activities Feed into

Sustainability (Compliance tool)

Used by

Capability Dashboard Used by

MMA Outputs

Reassessment based on

Aligned with

Initiatives & Quick wins

Measured by

Change Capabilit y level

FM-RT Delivery Model (Process)

Result in

FM-RT Charter (Team & Responsibilities) MMA Tool

Result in

NMA&FM Feed into

Developed based on

6 Pillar Framework Developed based on

Depends on

Transformation with visuals – “If we can’t see – we can’t decide strategically!”

Common Concerns (example): • Increase operational excellence • Reduce cost

Mission, Goals & Objectives Develop KPIs & Dashboard to: 1- Support your mission and goals (operationally & financially) 2- Help decision makers for faster reliable decisions

Follow Entity guidelines, current best practices & standards Develop all necessary Dashboards requirements to address all concerns and needs

Develop PIs and KPIs requirements to address all concerns and needs

Listed here only Dashboards’ main Stakeholders )e.g., 3 levels of Dashboards) Financial

Operational

Required PIs & KPIs

Strategical Dashboards (e.g., 2 Types)

L1: King & Crown Prince

Objectives Translation Financial

Operational Viewpoint

Operational

Financial viewpoint

L2: Council of Ministers

L3: Ministers & Governors (By domain)

Data collection

Data Analysis

Reporting results

Collecting required data, transform it into useful information, and report it to the required stakeholders with a proper format: Is one of our main pillars & experiences.

Standard KPIs & Dashboard development method

Have

Governed By

Mission & Goal objective

Required KPIs & Dashboard requirements

Addressed in

Sub-Requirement (Req)

Performance Specific Req.

Sub-Requirement

Dashboard Specific Req. Satisfied by

Satisfied by

Performance Monitoring (PM) main component

Concern

PLs

Displayed by

KPIs Dashboard feeding information

Dashboard

Based on scoped perspective

Standard , Best practices , Frameworks, and entity guidelines

leads

Translate into

Gov. vision & Objective

Stakeholders

We can roll-out our proven solution quickly ASSET MANAGEMENT ROLLOUT STRATEGY PLAN Layer - I

Layer - II

Layer - III

Input from Maturity Assessment (Enablement)

6.1 Phase-1 Assessing level of Achievement & Gap Analysis

1.0 Strategy and Planning 2.0 Asset Management Decision-Making

6.1.1 Conduct Assessment to define Achieved level of Framework by using customized tool. Then conduct a Gap Analysis for compliance with Framework

3.0 Lifecycle Delivery Technical Standards & Legislation

6.1.2 Define Gaps and areas of Improvements

5.0 Organisation and People

6.1.3 Design Responsible, Accountable, Consulted, Informed Matrix Template (RAC)

Criteria for Assessment of Achievement

Gate -1

6.0 Risk and Review Competence Management

Parall el with 6.2.1 Prepare Training Plan with full Scope based on found Gaps and Areas of Improvements

6.2 Phase-2 Induction, Awareness & Training

6.2.4.1 Training Courses Overview Level Volume – 1, 2, 3 & 4

6.2.2 Select targeted training requirements to improve Maturity Levels

6.2.4.2 Training Courses Advanced Level Volume – 1, 2, 3 & 4

6.2.3 Define Training Prerequisites per discipline 6.2.4 Deliver the Blue Book Training

Page-10

4.0 Asset Information Strategy

6.2.5 Request to Deliver additional training and inductions to other supporting processes

6.2.4.3 Training Courses Supporting Processes Other Volumes in NMA&FM

Gate-2

Page-11

Asset Management Manual as in NMA&FM Blue Book Volume 1 & 2: ASSET MANAGEMENT Chapter 1: Introduction Guideline EOM-ZAQ-000001Chapter 2: Policy & Planning Asset Management Policy Procedure EOM-ZAQ-000007Asset Management Plan & Implementation Procedure EDM-ZAQ-PR-000002Continuous Improvement Procedure EOM-ZAQ-PR-000003Chapter 3: Asset Management Systems Asset Register Procedure EOM-ZAQ-PR-000004Asset Management Software Procedure EOM-ZAQ-PR-000005VOLUME 3: CONDITION ASSESSMENT Chapter 1 Introduction Guideline EOM-ZAO-GL-000001Chapter 2 Condition Assessment Planning Procedure EOM-ZOO-PR-000008Chapter 3 Condition Assessment Survey (CAS) Procedure EOM-ZOO-PR-000009Chapter 4 Condition Analysis and Report (CAA &CAR) Procedure EOM-Z00-PR-0000010 Inspection Checklist/data sheet Template EOM-ZCO-TP-000004VOLUME 4: FINANCIAL PLANNING Chapter 1 Introduction Guideline EOM-ZLO-GL000001Chapter 2: Life Cycle Planning Lifecycle Coating Procedure EOM-ZLO-PR000001Design Reviews Procedure EOM-ZLO-PR-000002Obsolescence Management Procedure EOM-ZLO-PR-000003Chapter 3: Budgeting Budget Principles Procedure EOM-ZLO-PR-000004Cost Indices Procedure EOM-ZLO-PR000005

Paralle l with

6.0 Asset Management Rollout Strategy Plan

6.3 Phase-3 Building the Management Framework

6.3.1 Establish Entity’s Specific Guideline, Procedures for the AM and all require Supporting Process as in the NMA&FM

6.3.2 Establish the Organizational Structure and Team for the AM

6.3.3 Establish the Asset Management System (Software, Network, Tools etc. as required)

Page-9

Gate-3

Establish all Supporting Asset Management Specific Guidelines, Procedures, Templates, Checklists, Forms and annexures as in NMA&FM Volumes for: A. AM Blue Book all contents "See box above" B. Supporting Processes 1- Volume-5: Operations Management 2- Volume-6: Maintenance Management 3- Volume-7: Work Control 4- Volume-9: Contracts Management 5- Volume-10: Safety, Health and Environment 6- Volume-11: Quality Management 7- Volume-12: Risk Management 8- Volume-13: Document Management 9- Volume-14: Emergency Management 10- Volume-15: Performance Management 12- Volume-16: Construction Project Interface 13- Volume-17: Energy Management & Sustainability C- Any Other Specific Procedures not within the scope of NMA&FM 14- Relevant Standard Operating Procedures Note: General Templates as in the NMA&FM some are ready made "Texts for use" are to be included in the Entity's Documentations system, others specific to Entity's business type shall be established with guidance given from Mashroat Asset Management Team

A&FM Automation concept

Big Picture on how our team thinks to improve and provide excellence on delivery

Customer Experience

Customer Experience (CX) Model (Designing the customer experience)

Research

Solutioning Phase

Deployment phase

Solution Design

Solution Validation

Develop automated CX solution.

Identify services stakeholders Identify service context and environment Identify required technologies Develop Service scenarios and use-cases Develop & integrate CX solution

• • • • •

Test and Record Report gaps and issues Modify solution Redo-test Report acceptance

w

Initial Assessment & Research

• • • • • •

Solution implementation ▪ Pilot the developed solution ▪ Monitor, review, and correct to

Identify customer needs from a service viewpoint and end-users' usability.

support service delivery excellence and improvement

▪ Report and approve solution is satisfactory

CX-Lab Simulate the solution

Expected Behavioral reaction scenarios

Hiring with required skills

Identifying end-users expected excellent services delivery & develop behaviors scenarios for Entity that must meet or exceed customer expect expectations.

Experience, attitude, confidence, presence and behaviors should be matched to required service line of delivery during the recruiting process, to ensure customer satisfaction

CX – Training

w

Scenarios based training should be conducted for selected candidates to ensure customer satisfaction within different scenarios

Overview

Mandator y

Advanced Identify Training Needs Highly Recomme nded

Not Required

Automated Monitoring & Evaluation To ensure capturing services patterns and to continually do required improvement of service delivery and staff skills.

▪ Roll-out solution at actual operation ▪ Monitor and adjust w ▪ Continual improvement

Your Experience with our CX

We enable organizations to deliver outstanding customer experiences through comprehensive consulting solutions designed to meet their specific needs. Our expertise encompasses customer experience transformation with optimization, workforce planning, and cutting-edge technologies, ensuring a customer journey with high satisfaction rate.

Our CX Consulting Process Planning for CX solution and transformation

Implement solution and training

Tec

le

ie olog s hn

Peo p

Identifying CX Problem context

Review and fix solution

P ro c ess Pilot the solution and report

Evaluate solution and refine

Teat solution with CX lab

Modelling solutions options

Digital Solutions & Tools

Means and Solutions to Support Digital Transformations

Managing data: process, representations,

Data Management Develop Digital solution with AI support

Provide digital smart solutions with: Modeling & AI support

Tec

le

ologies hn

Peo p

and security

Develop infrastructures including:

Infrastructure Development

Datacenters, Cloud solutions, & manage them

P ro c e s s Digital consultation Provide training & digitize platforms, (e-learning systems)

Training & Platforms

& Cyber measures

Provide consultation on: IT department structures, Process, Governance, Polices, & cyber tactics

Digital Transformations & Development with System Engineering (SE) Practise

We apply Systems Engineering (SE) approach during digital transformation or development. The SE engine (right) is overlapped with the management control to be able to manage the project.

We used sophisticated ‘best in class’ to transfer knowledge to our clients and to deliver their needs.

IT products (Tools/Software)

Automated Defense Acquisition Management (ADAM)

HSE Tool

OMEC

cept Evaluation Con

RfPs, Proposal & Evaluation tool

AMA

NMA&FM Compliance Tool

Asset Knowledge Acquisition (AKA)

NMA&FM Training Platform

Our tools development phases (lifecycle) – We used fit-for-purpose (case by case) Phase

Formulation

Pre-phase 1 Concept Studies

Phase 2 Concept and Technology Development

Purpose Forming broad ideas and alternatives for (i.e., OMCE) system vision. Determine possibility of desired system, develop mission concepts, high-level requirements, and identify potential solution Determine the feasibility and interest of a suggested new major system and establish an initial baseline compatibility with OMCE strategic plans. Develop final concept, systemlevel requirements, and needed system structure technology developments

Development Phases

Define the project in enough detail to establish an initial baseline capable of meeting stakeholders needs. Develop Phase 3 Preliminary Design system structure end product (and enabling product) and Technology Completion requirements and generate a preliminary design for system components structure end product

Implementation

Phase 4 Final Design and programming Phase 5 System Assembly, Integration and Test, and Launch Phase 6 Operations and Maintenance Phase 7 Closeout

Complete the detailed design of the system (and its associated subsystems, including its operations systems), hardware, and software. Generate final designs for each system structure and product Assemble and integrate the products to create the overall system, deploy, test, and prepare for operations.

Conduct final on-site acceptance test, operate, and maintain support for the product.

Usual Output Feasible technological concepts, analysis, evaluation reports, models, and mockups System concept definition in the form of simulations, analysis, engineering models, and mockups and trade study results

Operations-ready system end product with supporting related environment Desired system (i.e.,OMCE)

Definition Phases

Product closeout (i.e., OMCE)

Secondary Information Flow

Logical Design and Architecture

Development Phases

Detailed Design and Testing

Operational Implementation Deployment Phases

Operational Test and Evaluation

Operations and Maintenance

Development Lifecycles samples Validation

System Requirements

Software Architecture

Unit Testing Code Verification

Coding

2

Software Function

Detail Design Verification

Software Code

Design

Software Function

High Level Design Verification

Software Detail Design

Requirements/ analysis

System Integration

Software Requirements Verification

Software Requirements

The classic waterfall development model

Syst em Validated

System Integration Verification

System Diagram

1 Testing

Software Integration

3

Ana lysis Code Verification

Disp osal

System/Software Development Life Cycle SDLC

Evalua tion

8

06 Track and Monitor

Design

4

Development

Maintenan ce Testing

Agile Development

Maintenance

Plan ning

9

7

Cumulative Cost Progress 1. Determ ine Objectives

2. Identify and resolve risks

5

Deployment

6

Review

X XX X

P rototype

X XX X

X XX X

X XX X

X XX X

X XX X

Design

03

Implement the systems improvement or decommissioning/disposal plan developed in Phase 5 and perform analyses of data migration

Primary Information Flow

Preliminary Conceptual Design

End products in the form of mockups, trade study results, specification and interface documents, and prototypes End product detailed designs, end product component hardware and software development

[Sage&Armstrong2000]

Requirements and Specifications

Operati onal P rototype P rototype

X XX X

Code

Integration

X XX X

Test

4. Plan the next iteration

Implementation

Release

3. Develop and Test

Our detailed Capabilities

Core Competence Asset Data Management Systems Integration & Digital Twin Implementation

Our Services • Data Management Strategies • Analytics & Visualisation Tools • IoT Sensor Data Integration • AI Driven Digital Twin Models • Simulation & Predictive Analytics • SYNAPSE : EAM Systems Integration

Risk Driven Decision Making

• Risk Assessment & Mitigation • OPEX /CAPEX Prioritisation • Predictive Risk Modelling Tools

Information Strategy Development

• Enterprise Data Architecture • Governance & Compliance Frameworks • Custom Data Solutions

Cost - Risk- Performance Optimisation Training & Knowledge Transfer

• AI Powered Process Optimisation • Technology Automation • Strategic Cost Planning • Bespoke Asset Management Training Progs • Hands-On AI & Data Workshops • Risk Based AM Certification

Value Based Asset Intelligence

Systems Integration Enabling Seamless EAM Implementation Across Entities, Vendors & Infrastructure SYNAPSE methodology Organisational Immaturity

We deliver vendor-agnostic systems integration that unifies fragmented EAM environments across business units, partners, and platforms. Our proprietary SYNAPSE methodology aligns enterprise strategy with system architecture, guiding clients from maturity assessment through to solution design, API development, deployment, and governance.

We help clients: • Navigate complex vendor ecosystems (e.g. SAP, IBM Maximo, Oracle) • Harmonise data and processes across internal and external entities • Establish governance frameworks for vendor alignment and performance assurance • Deliver full lifecycle support, including integration architecture, configuration, and offshore API enablement • Embed continuous improvement and long-term system sustainability

With deep domain knowledge in aviation, defence, utilities, and infrastructure, We ensure EAM systems deliver realworld operational value—at scale, and with precision.

Addressing lack of unified strategy through assessment and roadmap Continuous Improvement Establishing feedback loops for sustainability

Complex EAM Landscape Navigating fragmented systems and vendor options

Governance Frameworks Embedding accountability & alignment

Cross-Entity Integration Harmonising data and systems across entities

Comprehensive Services Delivering full-lifecycle support

Vendor Oversight Ensuring vendor alignment with organisational goals

Industry Knowledge Leveraging industry standards

Vendor-Agnostic Expertise Providing unbiased guidance based on client needs

SYNAPSE Methodology Applying structured integration framework

Risk Driven Decision Making Empowering Strategic Asset Management Through Informed Decisions

Raw Asset Data Condition Monitoring, IoT Sensors, Maintenance Logs, Inspections

Data Ingestion Raw asset data must be structured, processed, and integrated into a centralized system

Risk Modelling AI-driven failure likelihood assessments, risk ranking, real-time anomaly detection

Investment Planning

CAPEX/OPEX Allocation, Portfolio Risk Balancing, Intervention Prioritization

Execution Preventive Maintenance, Risk Mitigation Strategies, Strategic Asset Management

Continuous Optimisation AI Feedback Loops, Performance Tracking, Long-Term Efficiency Gains

Optimised Decision Output Risk-informed decisions that drive business value, through a structured, iterative process

Automated Maturity Assessment (AMA/MMA) & Compliance Tools (C.T)

AMA & Compliance Tool (Conceptual Context) Final Output

Volumes of NMA&FM

Asset Management

Condition Assessment

Financial Planning

• •

Operations Management

Performance Monitoring

Maintenance Management

Automated Designed, and Customized solution include to evaluate Entities maturity against NMA&FM Implementation include: • Customized report based on ▪ 10 Pillars, ▪ 6 Pillars, or ▪ 17 Pillars can customize Pillars as per the ▪ We client request with additional time and cost Processes • • Monitoring & Reporting methods • Up to Date technologies Database is encrypted for security, • Security: using similar infrastructure used by Facebook, WhatsApp, Amazon (SOC 2 compliant).

All our tools are designed to be modifiable and flexible to satisfy any client requirements and to accommodate any new changes.

The compliance tool is designed to be a quick mini version of the AMA, which can be utilized be clients to monitor their progress concerning NMA&FM implementation and/or A&FM improvement.

Dashboards Reports & Recommendations

17

Example of AMA Mapping & Dashboard

Dashboard

Mapping Context

AMA Approach

Financial/asset register alignment Asset data - ICT Asset Register - ICT Asset management plan Asset performance - buildings and…

Renewal planning - clinical equipment Asset data - clinical equipment Asset Management practice Asset criticality

Asset Management Policy and strategy Asset performance 0 Done

2

In-progress

4

6

Not -Started

8

10

12

Operation and Maintenance Cost Estimation (OMCE) Tool

Asset and Facilities Management Operation and Maintenance Cost Estimation (OMCE) – Scope and Concept

Scope: Operation and Maintenance Cost Estimation (OMCE) tool: has been developed based on (NMA&FM, ISO55000, IFMA, BICSc, SFG20) standards and guidelines to estimate the budget for A&FM contracts according to the Saudi market cost benchmark.

Output

Input • • • • • • • • •

•

Project/Contract duration Asset data & attributes Subcontracts information Staffing requirements Risk attributes Utilities data & attributes Landscaping data Weather condition Productivity

Accurate Budgeting

OMCE • • • • •

Support Financial Planning

Technology Driven

Estimated budgets for: • Soft Services • Hard Services • Landscaping • Utilities Distribution of the cost (Dashboard) Comparison Between projects Estimate staffing Cost Risk cost estimation Overall project/contract cost

Impeded Designed Reports

Features - 1/5 (Core input sample)

Core input costs for soft services (Sample)

Features – 2/5 (Functionality & Development) Portable so that it can be run on any web

Input authentication to prevent users from

1 hosting solution

4 making invalid inputs.

is encrypted for security, using similar 2 Database infrastructure used by Facebook, WhatsApp,

and guidance is integrated in the application, 5 Help only need to point at input.

Amazon (SOC 2 compliant).

3 Supports multiple facilities per user.

Overview about our hosting solution, Vercel

6 Include AI analysis

Multiple facilities support

Hovering over input field to show help

Features – 3/5 (Web Analytics)

Highlights last 3 months usage for the application

Instrumenting the application for Web Analytics is a best

1 practice to find how users navigate the application.

•

We can monitor where they spend the most time.

•

We can see the geographic locations and loading speed.

for constant improvement and 2 Critical optimization. dashboard available, speed and 3 Two analytics.

Features – 4/5 (Projects analysis with AI capabilities)

Visualize your contracts data from multiple lenses .

It’s dashboards supported with AI capabilities!

Compare expenses between projects

Compare expenses within a project

Features – 5/5 (Interface Usability) Light Mode

Two themes, Light and Dark mode. Set by default to follow your system preference.

Theme selection dialogue

Dark Mode

NMA&FM E-learning Platform

NMA&FM E-Learning system – Scope & Concept Scope: Is to provide interactive e-learning platform to enhance the knowledge transformation within any organization concerning A&FM domain. The tool designed to support overview and advance learning levels.

Final Output

Volumes of NMA&FM

Introducti on

Asset Management

Condition Assessment

Financial Planning

Automated Designed, and Customized E-learning Platform include overview & advance levels courses, which provides:

Operatio ns Manage ment

•

Scoped to transfer NMA&FM best practice and guidelines to the targeted audience

•

NMA&FM Overview courses duration for each volume between 30min-1h

•

NMA&FM advanced courses duration for each volume between 1h-2h

•

Processes closed to monitor employees progress and report

•

Monitoring & Reporting methods for the overall organization

• •

Automated certification

Maintenance Management Quality Work Control

Docume nt Manage ment

Supply Chain Management

Contracts Management

Health, Safety & Environment (HSE)

Risk Management Energy Management & Sustainability

Emergency Management

Performance Monitoring

Operations and Maintenance – Project Interface

Facilitate KT

Improve & Monitor Employees Progress

Analytic and comparison dashboard between Entities (Expro Only)

Technology Driven

Impeded Designed Reports

Dashboards Certification OR Redo

17

NMA&FM E-Learning system With our global trusted partner, Light-Speed (US), we are developing NMA&FM E-Learning platforms to easily provide automated knowledge transfer mechanism to Government am privet sectors.

Main Features of the NMA&FM E-Learning system

Private Labeled VT System

Interactive Studio

A full feature-rich “Private Label Theming” engine that allows you to fully customize nearly everything about your private Labeled VT System; not just your logo and some colors.

Enjoy a full suite of toggles, controls, and admin abilities to customize settings, branding, verbiage, outgoing emails, menus, feature sets, and more.

Take regular videos and make them truly interactive to create immersive – video-rich – experiences for your users. With complete tracking and reporting of what users do inside your interactive videos, you can fully leverage the power of interactivity and all the data collection it provides.

E-Commerce & Monetization Tools

Extensive Support & Guidance

Deep integration management support tools for leveraging Maxio for fully automated subscription management, direct to Stripe for fluid E-Commerce, and auto user creation and secondary “one-click” up-sell triggers and miniPOS direct to Stripe for your sales team to take payments for anything at any time.

We have real humans that are trained to help with support items, project and configuration guidance, and tips and tricks to help you fully leverage your VT System. Onboarding courseware will walk you through getting set, configuring, and supporting your users from top to bottom.

Employee

Human Capital & Line Managers

The NMA&FM E-Learning System (operational process)

Assign Courses Start

End Approve/Further instructions

Further Instructions

Receive assignment with due date

Fail

Access courses Evaluate Result

NMA&FM Learning Platform

Pass

Send Result

Send Result

NMA&FM Platform

Print Certificate

Perform courses

The NMA&FM E-Learning Knowledge Transfer Manual

Example of the NMA&FM E-Learning system courses scenarios

Asset Knowledge Acquisition Tool (AKA)

AKA – Scope & Concept Scope: The AKA is auto-configured to manage all critical asset data and information as part of the project integration (Acquisition). The inputs to the P.I.T. is the sole responsibility of the Project Manager such that, any new infrastructure projects are brought into use in a systematic and controlled manner. Once all data has been transferred to the AMS/CMMS of choice, the objectives of the AKA are done i.e., the requirements of all critical Stakeholders are achieved – Right First Time.

Output

Input • • • • • • • • • • •

Asset Data Asset Attributes Quantities Asset Criticalities OEM Maintenance Information Provisional LCP Drawings Bill of Materials Spares Information Safety & Security information Tagging

Data Verification & Validation

• •

AKA

Support PMO to manage and control their asset data

• • • •

D&I Management Generation of unique Equipment Numbers Planning and Scheduling Performance Reports CA Reports Manuals

Technology Driven

Impeded Designed Reports

Required Data Feed Into This system provide PMO office data integrity & protect AMS/CMMS from bad or corrupt information.

AMS/CMMS

HSE Tool

HSE Tool – Scope & Concept

Scope:

1. Analysis of HSE hazards, risks, and mitigation 2. Management HSE & Quick Reporting Methods

Output

Input • • • • • • • • • • • • •

•

Location Local hazards Imported hazards Quality of employees, tools, and equipment Training and capabilities of employees including line managers Task information Timescales Drawings Management skill level Responsibilities Accountability Governance Resources

Data for setting baselines

• • • • •

HSE

• • • • •

Standardise approach

IT driven with potential use of AI for analyses

HSE Management as part of business strategy Risk assessments Incident and near-miss reporting Incident investigation tools Business Continuity Plans Risk matrices and RACI charts for duties of employees Performance Reports Training needs Audit reports Safety policies and statements of intent Input to wider ERM

Root directory for improvements to SMS

Transformation Example PMO Development (Initiative)

Transformation Capabilities

Improving strategies, polices, and governance

Review and enhance TOM and develop communication plans

To ensure our Clients achieve their desired mission objectives, we developed a comprehensive Transformation solution, targeted at main organization pillars

Improve decision making process and agile skills

Manage and improve employees' skills

Design and deliver leadership specific programs

Develop, deliver, and maintain management change and continues improvement plans

PMO Development Life Cycle Entity (strategies) has already defined their needs for a PMO to support their mission and improve their services. We can support in developing PMO offices.

Initiate the Study Info./Requirement Gathering

Monitor & Improve

Entity new structure perception Understanding the As-Is

Entity (strategies)

PMO Development Life Cycle PMO

Scope the PMO Mission & objectives

Execute ToBe Define the TO-Be

Each step above has several activities to be performed

A&FM Dept.

IT Dept.

Dept. X

The PMO should be fit-for Entity purpose

Understanding the As-Is Define Problem

To make an accurate study, all stakeholders are required to be involved, and an accurate process should be planned and conducted.

To define the problem context, Initial Capability Document (ICD) must be created to summaries the AS-IS situation, which should answer two questions: – –

What you think you have?

What the client thinks they have?

What the client actually has?

High

Input

Output

Big Bets

Do First

‘Major project

‘Quick Wins’

What you actually have “As Is”?

-Major Financial impact’ Effort/Benefit Matrix

Benefit

Input Thankless Tasks Don’t Do

Incremental Do Later

Low Low

Output

Effort

High

Once the process has been accurately mapped, we can remove inefficient steps, where possible, without impacting the quality of the overall process using operational excellence principals and by harnessing technology to further improve overall efficiency.

From objectives to Activities (linkage)

Defining the 'To-Be' Based on the Entity requirements, we can develop the real client requirements (e.g., PMO development).

Design the solution include: As part of our design of the to-be, we recognize that the solution proposal should cover different viewpoints, such as: • Operational, • Structural, • Communication, • Behavioral…etc, in order to deliver a comprehensive solution that supports achievement of Entity ’s ambition.

Define Problem

Evaluate Generate many ideas

& Eliminate

Select

• • • • • • • • • • •

Mission & strategy Goals & Objectives Required Capabilities Structure Duties & responsibilities Communications strategies & plans Governance & policies Processes Monitoring & reporting methods Required technologies Etc.

Once we have analyzed the ‘As-Is’ we will ideate - in collaboration with key Entity stakeholders – to answer: 1.

What the client want? Then,

2.

define the solution(s).

Input

We will evaluate and eliminate ideas, and select the best fit solution that meets real needs

Output

Knowledge Transfer Programs (KTPs) (Continues Improvement)

KTP Mission statement

“We come as Experts; we leave you - as Experts”

KTP Framework Knowledge Transfer Needs Knowledge Transfer Progress (Dashboard)

Kick-off Knowledge Transfer program

Knowledge Transfer Tools

KNOWLEDGE TRANSFER

Conduct Knowledge Transfer Workshop

Identify ETCco SMEs

Conduct Training Needs Analysis Identify Potential Client’s partners

Knowledge Transfer Program (KTP) Model

KTP is one of our pillars to deliver quality services to our “clients/strategic” partners and to share our expert's knowledge and develop continuous improvements and teams.

KNOWLEDGE TRANSFER

Capability

Transition

Assessment

Development

On-the Job

Training

Learning

Curriculum

Plan

Domain

Continuous

knowledge

Progress

validation

Review

Program

Completion

(COACHING)

1 Key Phases:

2 Assessment

3

4 Transition Development Plan

5

6 Transition to Lead Role

7

Workplace Knowledge Transfer Model

The Learning Approach

Knowledge

Skills

Experience

Actions

(What I know)

(What I can do)

(What I have done)

(How I work)

Examples

Examples

Examples

-

-

-

Subject Matter Insight

Talents and Abilities

-

Process Methodology

-

Proficiencies

-

Technical Wisdom, Expertise

-

Aptitude

Type, Role & Size of Projects

-

Job Responsibilities

-

Activities

-

Creates…

-

Manages…

-

Performs…

-

Hands On…

Formal Training

Domain best practices

On-the-Job Working & Learning

Workshops, classes, courses

Focusing on targeted domain best practice implementation strategies, working with others, and coaching

Enhancing current skills through new challenges, stretch developmental assignments WPs

20%

70%

10%

Qualifying Facilitators (SMEs)

PASS

Stage 2 Delivery of 15 Minutes by OEC Partner 1 to 1 Coaching/Feedback 30 Minutes Purpose: • Facilitator observation & Certification

Stage 1

TASK: Deliver 15 Minutes presentation in classroom Infront of the presenter’s Line Manager and the Knowledge Transfer lead

Further Development

Stage 3

Attend Workshop (4 Hours)

1 to 1 Coaching/Feedback 30 Minutes

Purpose: • Guidance

Purpose: • Facilitator observation & Certification

TASK: Candidates must be assigned to deliver a portion of any topic for (15 Minutes)

TASK: Stage 2

Identify Training Needs

Overview Training Level (Non-Technical)

Mandatory

Advanced Identify Training Needs Highly Recommended

Training Level (Technical)

Not Required

Overview Program Approach

Capabilities

Competencies Confidence

Overview Level

Overview Level Knowledge Transfer Program (OKTP)

90 Days Overview level specific discipline induction

Overview level specific discipline induction

Assignment

Certificate

Advance Knowledge Transfer Program – (AKTP)

Facilitator Certificate

Transition Development Plan Best Practice (e.g., Technology or Assets and Facility Management disciplines)

Competency Area

Required Competency

Initial Competency

Development Actions

We Came as Experts We Left Experts

Formal Training

Knowledge Transfer Approach

Advance Level

Knowledge Transfer Program Graduation

Capability Assessment / Diagnostic Job Description Review

12 Months

Advance level KTP - Program Phases

Start

Strategic Partner ETCco (SME-P) Client Partner (C-P)

Advance Level

Assessment / Diagnostic

Transition Development Plan (TDP) Understanding Client’s Process & Procedures

On the Job Learning

Coaching / Mentoring

• • • • •

• • •

Review existing Job Description Capability Diagnostic Transition Development Plan Confirm Monthly TDP Progress

Participate in Capability Diagnostic Agree on Transition Development Plan (TDP) Agree to Training Plan

•

•

• • •

Confirm Policies and Procedures are reviewed by Client’s Partner Targeted Technical training delivered from SMEs

Expert in Asset & Facility Management Practitioner in Performance based Contracts Implementation of process improvement & TFM operating model

•

•

• •

Observing, Advising & Developing on daily basis.

Review work performance and provide feedback

Demonstrating Results Assessment of current projects & provide report to management

End

•

• •

Provide Insight & Ongoing feedback to their (Client’s Partner) Strategic Coaching to (Client’s Partner) to overcome business obstacles

Update Monthly Transition Development Plan Schedule one on one mentoring /coaching sessions with (SME Partner)

Duration: depends on Clients needs

Transition to Lead Role

Formal Training

• • •

• •

Coordinate Attendance of Training plan Confirm Training Complete Submit Data to Knowledge Transfer Manager

Complete Training Plan Record Training Completion

•

Monitor

•

Evaluate

•

Support/Advise

•

Mentor

•

Coach

•

Leading

•

Organizing

•

Performing

•

Problem solving

Procurement & Commercial Competencies A High-Level Overview of the 7-Step Procurement & Commercial Management Process

Introduction to 7-Step Procurement & Commercial This definition identifies that there are 4 core disciplines required to deliver the Procurement Cycle; Sourcing, Purchasing, Supply Chain and Business Development. Each discipline demands a different set of skills and tools in order to optimise the outcome. We have developed the conduct of world class procurement and commercial management ethos around these core disciplines. Consequently, each stage of the Procurement Cycle is the responsibility of either, the Sourcing Manager, the Procurement Manager or the Business Development Manager to deliver supported by the others including Supply Chain Managers and Data Analysts.

The 6 stage Procurement Cycle is structured in the following manner;

CATEGORY MANAGEMENT

Opportunity assessment

Mobilisation

Baseline

Sourcing

Procurement

Implementation

Continuous Improvement

Continuous Improvement; Monitoring supplier and clients organisations performance and seeking ways to optimise new contracts

Mobilisation; Activate Category Management and required Sourcing Groups

Benefits tracking Baseline; Detailed fact base analysis of the as-is position on price, volume and buying characteristics

Sourcing; Understanding current & future customer needs, constraints, innovation and developing fit for purpose requirement specifications

Implementation; Developing robust clients organisational level implementation plans and communications, supporting the implementation process and managing uptake

Procurement; Managing Markets through in depth understanding, influence and development of procurement strategies to obtain the most economical offers and contract with suppliers

The 7-Step Procurement Process

Mobilisation:

Baseline:

Identifying needs & engaging stakeholders

Conducting spend analysis & defining scope

Sourcing Strategy: Market assessment & supplier strategy

Procurement: Conducting procurement & contract negotiation

Implementation :

Continuous Improvement:

Benefits Tracking:

Executing contracts & ensuring compliance

Monitoring performance & refining processes

Evaluating cost savings & value delivery

Key Procurement Competencies

Stakeholder Engagement & Mobilization

Contract Negotiation & Risk Management

Spend Analysis & Market Assessment

Implementation & Change Management

Strategic Sourcing & Supplier Management

Performance Monitoring & Continuous Improvement

Our Management Models (Running projects with excellency)

Quality Management

Project Governance

Managing Project Quality in complex projects involves multiple contributions from different stakeholders and organizations in various stages, which requires a proven and comprehensive Quality Management Practice implementation.

We will develop and perform a Project Quality Plan, which should monitor project execution, technical assurance, and excellence in delivery.

Continues improvements based on Project Statement of works (SOW),

findings & analyses shared as lessons

including requirements interpretation,

learned

limitations and technically challenges

Once stakeholder engagement and mapping has been completed, our Governance plan will be developed to ensure reviews are conducted effectively using industry standard principles and processes. A RACI Matrix will be developed in conjunction with related stakeholders for project integration and delivery.

Steering Group Meeting Frequency: Monthly Attended by: Project Managers and Key Stakeholders Purpose: Discuss progress, review objectives, priorities and provide strategic direction.

Monitoring QA & review activities with client input

Project applicable standards, best practices, legal and other requirements

Manage change, risk and information

Stakeholder’s Committee Meeting Frequency: Monthly Attended by: Management Team, External Stakeholders Purpose: Discuss progress, raise challenges and provide tactical direction.

flow to ensure that QA activities are Identify the people with QA

applied when required

responsibilities, tools, processes, required for deployment QA performance targets and

Project Team

measures development

Meeting Frequency: Weekly Attended by: Project Delivery Team Purpose: Discuss progress, risk, deliverables, challenges and provide operational/activities directions

Project Strategy Delivery Approach

Risk Management Model A Risk & Issue Management approach will be developed and implemented. This will enable us to identify risks and mitigate them early within the project lifecycle in consultation with all concerned stakeholders. We are executing risk model with all projects as part of the company governance model to ensure excellence in delivery.

• Analyze the ‘As-Is’ status and identify gaps • Map the ‘As-Is’ and gaps to client initial requirements

• Report missing requirements based on the ‘As-Is’ analysis to the client

• Confirm revised requirements including any variation with the required stakeholders

• Develop required ‘To-Be’ plans for requirements delivery Analyze Risks

Plan for Risk

Identify Risks

• Probability • Impact • Source categorization • Quantitative Analysis

• Tailored approach • Risk Tolerance / Scales • Baseline Definition

• Tools & Techniques • Assessable Elements

• Execute plans in parallel with governance, quality, and performance monitoring

• Revise deliverables and ensure client satisfaction • Propose Continues Improvement Plan (CIP) & Knowledge Transfer Program (KTP) towards future activities

Risk

• Closeout and Handover

Management

Analyse Risks

Identify Risks

• Probability • Impact • Source categorisation • Quantitative Analysis

• Tools & Techniques • Assessable Elements

Issue Management Capture

Propose Examine

Daily Log / Issue Register / Issue Report Project Management

Implement Decide

Program Management Components

Stakeholder Management

Our primary focus is always on the factual elicitation and evaluation on the Client’s

Identifying the critical Stakeholders, early in

requirements. This is to establish the “real” project needs, and therefore “real and valuable”

the project development stages will greatly

deliverables. Once the kick-off meeting has been successfully completed, We will fully develop the

benefit the project's crucial operational

Project Execution Plan for our clients. This is then cascaded to all critical Stakeholders and

integration. The following questions are a

managed in a tightly controlled manner.

small sample of how this approach can elicit

Stakeholder Matrix

Keep satisfied (E.g., A&FM-HQ)

the valuable information from the The plan will be developed through a combination of the phased approach, outlined in this proposal,

Monitor-minimum effort (E.g., xx)

Stakeholder list:

bolstered and enhanced by real-world data and critical stakeholder input. The priorities of the plan

will be centered around the core objectives of our clients needs, and all consulting parties involved;

• Would this stakeholder be directly or

we will ensure adequate time and resource allocations to ensure completion of key objectives at

indirectly benefit / be adversely affected

each, pre-determined, critical stage.

by the project? information?

task and tracking schedule.

• Is this stakeholder a decision maker?

• Would this stakeholder have any influence

The Project Execution Plan will contain the following:

on the project?

• Stakeholder Mapping and RACI

• Does this stakeholder have a strong

• Detailed Project Program

interest in the project?

• Communication Plan • Project Governance • Risk management plan • Quality Management Plan • Change Management Plan

Keep Informed (E.g., xx)

XX

XX

• Is this stakeholder a source of The Project Execution Plan will also incorporate a detailed list of deliverables, a staffing plan, and a

Keep Close (E.g., Region)

Region/ district

Client-HQ

Internal Stakeholders

Our Client Project External Stakeholders

XX

XX

1

5

XX

XX XX 2

4 3

Government Documents

Government Registration Documents

Government Registration Documents

Government Registration Documents

Government Registration Documents

Government Registration Documents

GET IN TOUCH!

ETCco https://etcco.com/

Riyadh, Saudi Arabia

+966500506193 - +966555069948 info@etcco.com