The document provides an overview of a human resources and organizational development consulting firm. It summarizes the firm's services which include strategic HR consulting, HR management, HR systems implementation, business consulting, back office outsourcing, methodologies and tools, as well as examples of clients and projects completed in various regions and industries. The firm aims to help clients maximize their potential through improving efficiency and developing their people and organizations.

1. Capabilities Statement
June, 2010

2. Who We Are
The Only Sustainable Competitive Advantage of any Organisation is the Quality and Effectiveness of its People.
This means:
• employing and retaining the right people
• engaging with and managing them so they realize their maximum potential
• developing organizational structures , procedures and systems to allow this to occur.
This is what we help you do.
We are a Human Resources, Business Advisory and Organisational Development consultancy firm that provides companies with
practical business solutions. Our goal is to maximise your company’s potential by helping you run it as efficiently as possible.
We also provide, through our associates, outsourcing and business support services in the fields of corporate governance and
finance. This enables us to provide a full suite of business, HR and organizational solutions to our clients, from the boardroom to
the shop floor.
We are made up of a team of talented professionals with nearly 100 years of combined consultancy and line management
experience working with renowned organizations in both the public and private sectors across Asia Pacific, the United States,
England and the Middle East.
We work with small start-up businesses through to major corporations in a wide range of sectors including Banking and
Finance, Telecoms, Building Products, Transportation, Education and Training , FMCG, Property Development and
Construction, Recruitment and Resourcing, Legal, Pharmaceuticals, Information Technology and Manufacturing.
We provide your organization with expert consultants, backed by our international alliance of business partners, who are
dedicated to improving and enhancing your business. We develop strategies tailored to your business needs and then
implement appropriate policies and practices to maximize productivity and increase the efficiency of your business.
We are now an approved Services Provider under the Enterprise Development Support Program funded by Tamkeen
for Bahraini companies. Ask us how we can save you up to BD15,000 on our next consulting assignment!
June 2010 Capability Statement 2

3. What We Offer
1. HR AND ORGANISATIONAL DEVELOPMENT CONSULTING SERVICES
• Strategic Human Resource Consulting
– Development and implementation of:
• Corporate HR Strategies and supporting plans
• Corporate HR Communications strategies
• Performance Management, Career Development strategies and corporate Succession Plans
• HR strategies for Merger, Acquisition and Outsource initiatives
• Transition Management plans
• Organizational Design, Development and Change Management strategies and solutions
• Corporate Training and Development strategies and solutions
– Conduct of HR Reviews and implementation of results
• Human Resource Management
– Provision of complete In-House resourcing solutions, including gap analysis and workforce planning
– Executive Search and other recruitment assignments
– Development of position descriptions and other supporting recruitment documentation
– Job evaluation systems, Salary packaging and Incentive schemes
– Development and administration of Employment Contracts, Letters of Offer and supporting Terms and Conditions of
Employment
– Advice on staff retention and separation strategies, including the provision of outplacement support where required
– Provision of induction training in support of the recruitment process
• Human Resource Information Systems And Technology Support
– Identification and implementation of appropriate business technology solutions
– Design, acquisition, implementation and management of corporate HR Information Systems and payroll systems
– Development and implementation of HR policies, procedures and guidelines
– Design and production of corporate Employee and HR Manuals and Guidelines
June 2010 Capability Statement 3

4. What We Offer - continued
2. BUSINESS CONSULTING SERVICES
• Corporate Governance, Compliance and Regulatory Services
– Corporate Governance and Compliance Advisory Services
– Design and implementation of Internal Framework including Board and Committee Charter and Secretariat Tools
– External Communication Services including:
• Annual Reports
• Statutory and Compliance Reporting
• Shareholder Liaison Services
– Provision of Outsourced Compliance Officer Services and Annual Reviews and Independent Reports
• Company Secretariat
– Establishment of Corporate Registers, Documents and Policies and Procedures
– Planning of Meetings, Shareholder Documentation and Post-Meeting Actions
– Support Services
• Strategic Business Advisory
– Strategic and Business Planning
– Corporate structure and formations
– Listings on stock exchanges, including documentation
– Independent and technical reviews
– Business evaluations
– Advice on and assistance with Mergers and Acquisitions
3. BACK OFFICE OUTSOURCING
• Provision of Transaction Services for Payroll, Finance and Personnel administration and general reporting
• Professional and Advisory Services for the provision of Financial, Legal, IT and HR advice and support
• Process Management Services to provide support in setting up and managing the administrative processes behind Training and
Development, Performance Management, Recruitment, induction and Exit Management, Policies and Procedures
June 2010 Capability Statement 4

5. Our Methodologies and Tools:
Over the years and through many consulting assignments, we have built up a library of methodologies, tools, processes and reference materials.
Some are simple one page checklists; others are complex methodologies and workbooks. Below is an indicative list :
Methodologies: Tools:
• HR Reviews • Aligning Learning to Strategic Priorities • Designing HR Processes for Maximum
• WMG Job Evaluation System • Approaches to change Performance Delivery
• Organisational Design and Restructuring • Development Guide for Bonus and • A Guide for Recognizing Diversity
• Performance Management Incentive Plans through Reward
• Succession Planning • Practical Guide for Career Discussions at • How to Develop a Reward Strategy
• Changing behaviour Work • Talent Management: Design,
• Who moved my cheese • Developing and Supporting the Line Implementation and Evaluation
• Communications program Manager as a Coach • Assessing and Reporting on the Value of
• Competency relationship • Creating HR Strategy Learning
• Competency model framework • Developing Coaching Capabilities • Building a Learning Culture in Your
• Process mapping • Developing Managers for Business Organization
• Reward and Remuneration Performance • Best People
• Strategic planning • HR Partnering • eLearning framework
• Project Management and Planning • An Implementation Framework for E- • HR Policies Checklist and Manual
• Organisational Effectiveness Learning • Sales transformation
• People Capability Maturity Model • Employer Branding • Training and Development Model
• Organisation Impact Template • Introducing and Operating Human • HR Framework
• Managing Stakeholder participation Capital Management Processes • HR Services
• Stakeholder Analysis & Management • Diagnostic Review for Occupational • Portfolio Model of HR
• Managing Change Pension Schemes • Surveys
• Project Management • A Framework for Outsourcing HR • 360 Degree Assessment
June 2010 Capability Statement 5

6. What We’ve Done and Who We’ve Done It
For
Indicative assignments completed by our executive team, individually or collectively, include the following:
1. Strategic Planning & Business Process Re-engineering:
Cathay Pacific (Hong Development of 12 high-level processes to expedite the IT Department’s accurate and timely response to
Kong) identified business needs throughout the airline.
IBM (Singapore) Re-engineering of the order processing and fulfillment and credit collection processes to support the
implementation of SAP.
Boral Building Products Restructuring of the 7 operating divisions within the Group, redesign of operations, recruitment of replacement
(Australia) staff and the development and implementation of the supporting change management strategies.
Isuzu Trucks (Australia) Redesign of all of Isuzu’s business processes in Australia from acquisition and fulfillment through to HR.
2. Development and Implementation of Human Capital (HC) Strategies and Plans:
Boral Building Products Production and implementation of HC strategy and annual HC plans to support business strategies over a two-
(Australia) year period.
PowerTel Limited Production and implementation of the HC strategy and annual HC plans to support business strategies in a
(Australia) major public company start-up over a three-year period.
Computer Science Design and development of the HC strategies and plans in support of its attempt to win the bids for the
Corporation (Australia) outsource of Westpac IT and of IT support for Centrelink.
3. Acquisition and Implementation of Human Resource/Administrative Systems:
Westfield Holdings Needs analysis, identification and acquisition of an executive HR Management Information System.
(Australia)
Australian Rugby Union Needs analysis, identification and recommendation on the acquisition of an HR Management Information
(Australia) System for the Australian Rugby Union for the 2003 Rugby World Cup.
June 2010 Capability Statement 6

7. What We’ve Done and Who We’ve Done It
For - continued
4. Change and Transition Management:
Rothmans (Australia) Wrote the strategy for and most of the actual communications to employees around the Asia Pacific SAP
implementation.
Computer Science Management of Human Capital transition for Australia, within an Asia/Pacific framework, for the Nortel
Corporation (Australia) Networks Global IT Outsource and support for the Human Capital aspects of the acquisition of BHP IT.
Development of HR strategies to address acquisitions.
Valad (Australia) Management of the organization design and restructure of the business which acquired a A$2 billion UK-based
pan-European organization. This included the analysis and reallocation of work and job responsibilities required
by the need for an international, rather than national focus of the new entity. Contributed to the
Communications strategy and content which underpinned the organization change.
5. Leadership Development and Support:
Roche Products (Australia) Designed and delivered leadership development programs and coordinated the supply by graduate management
schools of other appropriate development initiatives for all levels of management.
AMP Customer Service Conduct of a structured coaching program for middle and senior management of the business.
(Australia)
Commonwealth Bank Translation and implementation of a McKinsey Executive Leadership model into an ongoing senior management
(Australia) leadership development program for over 300 managers.
Unilever (Australia) Training and development responsibility for management and professionals, from training needs analysis
through to design delivery and sourcing of suitable program providers; evaluation of the impact of the L&D
initiatives.
June 2010 Capability Statement 7

8. What We’ve Done and Who We’ve Done It
For - continued
6. Learning and Development:
P&O Stevedoring (Conaust) Established the HR function, including Learning and Development (L&D) processes and content.
(Australia)
Monash Mt. Eliza Business Lecturing in human resource management in China on behalf of the Business School.
School (Australia)
ICI (Pakistan) Development of the Training and Development system for ICI Pakistan on behalf of IBM UK during the start-up
of a major petrochemical plant. Assignment won IBM’s 4th Quarter worldwide consulting award.
Boral Ltd (Australia/ New Development and conduct nationally of middle and senior management development courses for all managers
Zealand) within a group of over 6,500 both in Australia and New Zealand.
7. Development of Performance Management Systems:
Property Council (Australia) Design and redevelopment of the national Performance Management System
Boral Ltd (Australia) Development and implementation of the Performance Management System for the major group of Boral
Limited.
PowerTel Limited Design, development and implementation of the Performance Management System.
(Australia)
A.E. Smith (Australia) •Design of enhanced Career Review and Development (CRD) program training material.
• Delivery of training sessions to all levels of involved employees (~750).
• Review and redesign of training material based on feedback from each training session.
June 2010 Capability Statement 8

9. Who We’ve Done It For in the GCC
Recent assignments that we have undertaken in the Gulf region, either individually or as part of the team, include the following:
Ministry of Interior • Special Advisor to the General Directorate of Nationality, Passports and Residence on the management of
(Bahrain) change and the implementation of change projects within the organization.
• Strategic planning for and project management of the design, development, acquisition and initial
implementation of the eBorders system for the Kingdom.
• Review of operations and overhaul of administration and finance systems as Acting Director, Administration and
Finance.
Batelco (Bahrain) • Organizational review and recommendation on a restructuring of the organization.
• Job evaluation and the development of a job grade and salary band structure to support the remuneration
strategy.
• Ongoing periodic review of job grades and job descriptions.
Unicorn Investment Report outlining an approach to resolving specific issues of benefits management for the senior executives of UIB,
Bank (Bahrain) detailing options available to the company and recommended solutions.
United Development Establishment of the HR function, policies and practices for a major property development company. Also involved
Company (Qatar) organizational design and development and a remuneration review and recommendations.
Al Jazeera Children’s Implementation of a performance management program (MBO-based).
Channel (Qatar)
Silatech (Qatar) Organizational review, development of an outline competency model, production of job descriptions and the
design and implementation of a Job Evaluation system. Review of and advice on the remuneration and reward
strategy.
June 2010 Capability Statement 9

10. Who We’ve Done It For in the GCC -
continued
Bahrain National • Advice and recommendations on overall business direction.
Insurance Company • Implantation of operational systems improvement
(Bahrain) • Analysis and reporting on competitive rivalry and resource allocation issues
Arab Insurance Group Business reviews and consultancy on corporate strategy matters
(ARIG) (Bahrain)
Ahli United Bank • Review and recommendation on overall direction of corporate and business strategies;
(Bahrain) • Design, development and support in the implementation of business plans.
• Advice and recommendations on technology implementation and operational improvement
• Report outlining an approach to resolving specific issues related to competitiveness, resource allocation,
manpower, etc.
Bank of Bahrain & Kuwait • Development of internal infrastructure necessary for the achievement of corporate goals
(Bahrain ) • Development of new products marketing plans.
Bahrain Chamber Of • Software solution and support.
Commerce and Industries • Consultancy and support on issues related to the development of internal infrastructures.
(Bahrain )
Kuwait Petroleum Periodical feasibility studies to determine economic, financial, technical viability of projects
Company (Kuwait)
Qatar National Bank • Identification and advice on key countries for new international operations
(Qatar) • Development of penetration strategies for local and regional markets
• Conduct market research
Al Jaber Enterprise (UAE) • Identification of new private and public sector business and investment opportunities
June 2010 Capability Statement 10

11. Who We’ve Done It For in the GCC -
continued
RasGas Limited (Qatar) • Organisational review and restructuring of the Corporate Planning Department.
• Review of job structure and descriptions for the Management Services and Finance Groups, IT, Emergency
Management Services and Industrial Hygiene Departments and a rewrite of descriptions based on the Hay
system.
GHD (Qatar) Review of current remuneration policies and the development of a paper recommending a revised salary
packaging and remuneration policy to cover nationals and expats.
Economic Development • Member of the Crown Prince’s Executive Committee responsible for the strategic planning for, and
Board (Bahrain) implementation of, the labour reform blueprint for the Kingdom, including working with a team of McKinsey
consultants assisting in the project.
• Oversight of the labour market IT project (BD4m+), assistance with the development of the Labour Market
Regulatory Authority’s strategies and processes. Acted as the Vice President Enforcement to set up the
Authority’s labour police force to enforce the new labour laws.
• Design and implementation of a job evaluation system and supporting job descriptions; advice on organizational
restructuring.
• Design and implementation of grading and remuneration structures
• Consultancy and support to QAA, Bahrain Polytechnic, LMRA, Labour Fund and BFSDB
• Learning needs analysis ; development of overall training and development plans
• Performance Management system
• Capabilities Matrices and Leadership Models
June 2010 Capability Statement 11

12. Our International Alliances
The Workforce Management Group has close working relationships with several business partners to enable us to deliver a comprehensive range of
services within our ‘virtual’ environment. They are summarized below.
Qatar Centre for Career QCCD has become a key provider of management development and training programs in the State of Qatar.
Development (QCCD) The company offers a complete range of management soft-skills training programs and cost-effective HR
(Qatar) consultancy and executive search services to government and private sector clients in Qatar.
Strategic Factors Strategic Factors assists organizations to undertake strategic analysis, write strategic plans and measure
(Australia) performance. It does this, in part, through a facilitation process that ensures ownership of the output remains
with clients. They have developed innovative software for planning, producing Key Performance Indicators and
monitoring performance, all based on the company's Strategic Factor System.
University of NSW Global UNSW Global is a wholly owned enterprise of the University of New South Wales (UNSW) providing education
(Australia) and consulting services to individuals, business, government and non-government organizations around the
world. UNSW Global’s expertise extends to three core fields; Education, Consulting, and Corporate Services,
each division is made up of a number of business units with distinct areas of expertise.
Cogent Business Solutions Cogent works through a network of over 750 management consultants within Australia and overseas that are
(Australia) selected for their applicability for each individual task undertaken by the company. Utilizing modern
technology, via the Internet, and specially designed Cogent intranet and e-mail capabilities, they bring together
a group of expert people with diverse proficiencies to deliver guaranteed results to clients at a very
competitive cost. They have consultants based in most capital cities and in various rural areas across Australia
and routinely perform major management consultancy tasks around Australia and internationally by applying
the best-qualified people as required.
Clarity Professional Mark Brown, principal of the company, provides tri-lingual highly regarded executive coaching and leadership
Development, Lda development services to top executives at blue-chip firms around the world.
(Portugal)
June 2010 Capability Statement 12

13. Our Executive Team
Leena Faraj, MBA, BA (Human Resources), B.Sc. (Business)
Principal
• Leena has acquired significant Human Resource Management (HRM) experience, at both a management and
executive level, across a range of industry groups, in her fifteen years as a HR practitioner in the GCC. A GCC
national, fluent in both English and Arabic and with her experience working in the region at the highest level for
leading practitioners of HRM, she is able to provide a unique perspective on regional HR issues.
• She has worked for a number of major Middle Eastern organizations as well as multi nationals. Prior to joining the
Workforce Management Group, she was the HR Director for the Economic Development Board (EDB) of Bahrain. In
this role she also acted as the HRM consultant for a number of high profile projects undertaken by the EDB, including
the Quality Assurance Authority (QAA), Bahrain Polytechnic, Labour Market Regulatory Authority (LMRA), Labour
Fund (Tamkeen) and BFSDB. She has also held regional HR management positions in companies such as American
Express, Arab Insurance Group and Trust International.
• Leena has wide experience in both operational and strategic HRM including HR strategy, organizational
transformation, leadership coaching, talent management, executive recruitment, pay and reward and competency
design. She is also qualified in occupational and personality assessment testing.
• Leena has a Bachelor of Science Degree in Business from the University of Bahrain, a Bachelor of Arts Degree in
Human Resource Management from York University in Canada and a Masters of Business Administration from the
University of Atlanta.
• She is a member of the Chartered Institute for Personnel and Development, the Society for Human Resource
Management and the Bahrain Society for Training and Development. She is also a past member of the Bahrain
Insurance Association.
June 2010 Capability Statement 13

14. Our Executive Team - continued
Bob Aley, MSc (Def Studies), Dip Mil Stud, FAICD, AFAIM
Managing Director
• Bob is a strategic yet practical international senior HR Executive and Management Consultant. He has extensive business and
HR experience in a variety of positions across the spectrum of small, medium and large listed and private multi-national
businesses, both nationally and internationally. His experience covers most industries from manufacturing to information
technology and financial services. This follows a distinguished 20-year military career in the Australian Army, including an
appointment as Aide-de-Camp to the Governor-General of Australia.
• He has developed and implemented comprehensive business and HR solutions for several national and international
organizations at the highest level, especially in the areas of change management, organizational development and business
transformation, competency-based HR management (including recruitment, performance management, career development
and succession planning), training and development strategies and plans. Much of this experience has involved the application
of appropriate HRIS solutions. He has undertaken a wide variety of consulting assignments to several national and multi-
national organisations, including Ernst & Young, KPMG, Insurance Australia Group, IBM, Computer Science Corporation, Boral,
Telstra, Commonwealth Bank, Westfield Holdings, PowerTel and Zurich Insurance.
• His international business experience includes living and study in India, part ownership of a business in Singapore and HR and
business development assignments in Pakistan, Saudi Arabia, Kuwait, Bahrain, Myanmar, Thailand, Malaysia and New Zealand.
He undertook a 2 year assignment as the Special Advisor restructuring the Kingdom of Bahrain’s immigration organization and
then completed a contract with the Economic Development Board of Bahrain as the team leader working with McKinsey and
Co to restructure the Kingdom’s labour market.
• Bob has been a regular presenter and faculty member of an Australian organization which runs retreats for companies wishing
to improve their strategic and business planning. He has advised over 50 Australian companies in the past few years on ways of
overcoming their HR and organizational issues and improving their internal procedures. Bob has also conducted a number of
Human Resources audits for large corporations, investigating issues such as compliance with HR policies, HR user requirements
for the implementation of an HRIS and the comprehensiveness of policies and procedures.
• Bob received a Master of Science Degree in Defence and International Studies from Madras University, Tamil Nadu, India in
1980 as a student at the Indian Defence Services Staff College. He also has a Diploma of Military Studies awarded in 1970 as a
graduate of the Royal Military College, Duntroon. He is a graduate of the NSW Enterprise Workshop program through the
University of Sydney. He is a Foundation Fellow of the Australian Institute of Company Directors and an Associate Fellow of the
Australian Institute of Management.
June 2010 Capability Statement 14

15. Our Executive Team - continued
Redha A. Faraj, FCCA, Chartered Accountant
Principal Advisor
• Redha is one of Bahrain's leading experts in corporate development and has been active on the island's economic
scene for over 40 years. He has held a number of senior positions serving the oil, shipping and professional
industries in Bahrain in organizations such as Ernst & Young, ASRY and British Petroleum. He is well-respected and
regarded in business circles in the GCC for his professional expertise related to Finance, Accounting and General
Management.
• During his career as Partner with Ernst & Young Middle East, his client portfolio covered a variety of industries
including banks, insurance companies, retail, manufacturing, oil and gas and airlines. He also has considerable
experience of Bahrain Commercial Companies Law as well as other relevant legislation and has wide ranging
connections with Ministries in the Kingdom. Redha headed a team with the IMF to review Islamic Banking
Standards used in Iran. He also developed with Sharia Supervisory Boards and established Islamic Financial
Institutions the requirements for allocation of Profits to shareholders and customers. He also established Islamic
investments banks and other institutions.
• Redha has been a very active speaker in conferences around the Gulf in Corporate Governance, Management in
General, Islamic Banking, Financial Controls and other Accounting related topics. A senior executive with proven
leadership skills gained from managing some of the largest companies in the Kingdom, he is a highly sought after
consultant and professional advisor to major corporation in the GCC and around the world.
• Redha is also the Managing Director of Al Faraj Consulting and a director on a number of company boards within the
Kingdom. He is a Chartered Accountant and a Fellow of the Chartered Association of Certified Accountants (FCCA),
UK, one of the first Bahrainis to receive this qualification. In addition, he is an active founder and member of various
social and professional organizations in the region, including the Organization for GCC Countries, the British Institute
of Management and the Economic Development Board.
June 2010 Capability Statement 15

16. Our Executive Team - continued
Graham Firth, BA (Psych), MA (Psych), FAICD, CMAHRI (past), MAPsS (past)
Principal Consultant, Human Resources
• Graham has developed a comprehensive breadth of skills and knowledge over more than twenty years' experience
in human resources management (HRM) and management consulting. He has worked in HRM for a number of major
international companies including Unilever, LaPorte Chemicals Group, British Oxygen Corporation and P&O
Stevedoring, including three years employed by IBM as a Principal in the IBM Consulting Group.
• His experience covers a range of industries including consumer goods manufacturing, industrial gases (B2B
environment), chemicals, IT and service industries including stevedoring, consulting and telecommunications. It
covers recruitment at all levels of an organization, training and development policy and practice, organizational
design, change management, employee and industrial relations and operational and strategic human resource
management.
• It also includes three years in a "start-up" environment as the HR Director for an emerging public
telecommunications company. Graham did a similar thing for P&O Stevedoring in the early 90s, including active
participation in the resolution of significant waterfront industrial relations issues.
• Graham holds a BA (Psychology) from Macquarie University and a Master of Arts Degree in Psychology from the
University of Sydney. He has also completed studies in Taxation Law at UTS and Labour Relations and Industrial Law
through the Law Faculty of the University of Sydney.
• He is a past Member of the Australian Psychological Society (MAPsS), including past Chairmanship of the College of
Organizational Psychology, a past Associate Fellow of the Australian Human Resources Institute (CMAHRI), Fellow of
the Australian Institute of Company Directors and is a Registered Psychologist in NSW.
June 2010 Capability Statement 16

17. Our Executive Team - continued
Wal Beattie, BA (Psych), FAIM, CMC, CMAHRI
Principal Consultant, Organizational Development
• Wal has extensive experience in issues relating to managing human resources, business management and
organisation change, in particular, the impact of human factors and other management practices on an
organisation’s performance.
• His managerial expertise was developed serving as: Partner, Lloyd Morgan HR Consulting practice; Offering Leader,
Organization Change/HR Strategy, IBM Global Services; Member of Drake International Management Board;
National Manager Drake Consulting Services; Director, Human Resource Management Consulting Practice, KPMG;
Director Management Consulting, Pak Poy and Kneebone Pty Ltd; Director Human Resources, Pak Poy and
Kneebone Pty Ltd; Deputy Director General Department for Community Welfare (SA).
• His management consulting experience was developed with the following consulting practices: Cresap McCormick
and Paget (Washington DC), Touché Ross, Pak Poy and Kneebone Consultants, KPMG Peat Marwick, Drake
International and IBM Global Services. Wal has completed over 450 consulting assignments for a wide variety of
public and private sector corporations in Australia, Asia, the Pacific, the United States, and the Middle East.
• As a result, in his nearly 30 years’ experience as a consultant, he has developed expertise in a wide range of related
management disciplines including strategic and business planning, business process re-engineering, the application
of IT to business process, human resource management, management of organisational change, operations and
organisational reviews, career counselling and organisational development, diagnosis and design.
• Wal has a double major in Psychology from the Australian National University, has studied accounting at the SA
Institute of Mines (Now the University of SA) and completed the Advanced Management Program at the Australian
Administrative Staff College (Mount Eliza). He is a Certified Member of the Institute of Management Consultants;
Fellow of the Australian Institute of Management and a Chartered Member of the Australian Human Resources
Institute.
June 2010 Capability Statement 17

18. Our Executive Team - continued
Rashad Faraj, MBA, B Ec & Int Rel
Principal Consultant, Business Services
• Rashad is a seasoned financial professional and consultant who has almost 20 years of experience working in
Europe, the Middle East and Africa. His working career began with the National Bank of Bahrain where he received
a solid grounding as a Corporate Banker servicing major institutions across the region and working on large
syndicated loan transactions.
• Rashad went on to work for Citigroup in the UK and as part of the Citicorp Venture Capital team looking at the
Emerging Markets, he was involved in some of the very first Private Equity transactions in the MENA region and
continued in that trend with Safron Partners, the first dedicated MENA Private Equity Fund. During this time he
invested transactions as diverse as in media in Bangladesh, pharmaceutical in Jordan and telecom in Africa.
• In 2002, Rashad was one of the founding management team of a new financial services firm based out of London
to target the MENA region called Merchantbridge. His involvement crossed over to financial advisory and
consulting as well as private equity transactions, from advising the Ministry of Industry in Iraq on the privatization
of state-owned enterprises to a direct investment in a luxury cum manufacturer.
• Since then, he has moved back to Bahrain to establish one of the leading regional animation studios, Muharraqi-
Studios while continuing to build on his background and experience in finance and consulting through his role as
director at Al Faraj Consulting.
• Rashad has a degree in Economics and International Relations from Tufts and an MBA from London Business
School, first Bahraini to be accepted into the full time program.
June 2010 Capability Statement 18

19. Our Executive Team - continued
Bev Adcock, Chartered MCIPD
Senior Consultant
• Bev’s expertise has been gained at the front-end of the business, providing distribution solutions to major blue-
chip company’s, financial services, retail and manufacturing organisation. Experience operating at General
management level as well as specialising in HR disciplines in Management and Commercial recruitment,
Performance Management and Generalist HRM.
• Having worked for DHL International in the UK, Bev’s career took her to the Middle East where she has lived
and worked for the past 11 years. Her latest assignment was with a start-up Islamic Insurance Company. Her
cultural sensitivities have been developed over the years working in many Regions including the Middle East,
where she has undertaken assignments throughout the GCC, Iran, Iraq, Yemen and the Levant.
• Bev’s pragmatic approach is supported by her experience in business measurement tools, having been one of
the project team responsible for preparing DHL International (UK) for Investors in People (IiP) accreditation, an
external benchmark for best-practice people management processes. She has also successfully developed and
implemented Performance evaluation, Talent management, Compensation & Benefits, Policies and Procedures,
Resource -planning , assessment and Occupational assessment tools.
• As an accredited Co-active coach, Bev provides professional Coaching and Mentor services for individuals and
at a corporate level, specialising in outplacement services as well as in-house management support and
development.
• She is a Chartered Member of the Chartered Institute for Personnel and Development and member of the
International Coach Federation.
June 2010 Capability Statement 19

20. Our Executive Team - continued
Michelle Sloane, BA (Psych), Grad Dip(Adm), MA (Psych), MBA, MAPsS, AFAHRI
Head of Research and Development
• Michelle has considerable consulting experience in organizational analysis and design, change management and
general human resources. She has worked for a number of major international companies including Unilever and
Westpac Banking Corporation and professional firms such as Arthur Young, IBM Consulting Group and Corporate
Vision.
• Over the last few years, her work has focused primarily on change management engagements embracing mergers
and alliances, major IT platforms, market re-positioning and organizational restructuring. Specific activities have
included change impact and readiness assessment, job redesign and behavioral impacts, cultural and behavioral
diagnostics, human resource system audits and reviews along with associated communications and training work.
Her focus has always been on the impact of change on people.
• Michelle has a BA (Psychology) from the University of NSW, a Master of Arts Degree in Psychology from the
University of Sydney, an MBA from the University of Technology, Sydney and a Graduate Diploma in Administration
from the University of Technology, Sydney.
• She has completed a number of business management programs from the University of NSW, the Australian
Graduate School of Management, the University of Sydney and Monash Mt. Eliza. Michelle is a Member of the
Australian Psychological Society (MAPsS), and an Associate Fellow of the Australian Human Resources Institute
(AFAHRI).
June 2010 Capability Statement 20

21. Contact Details
Further information is available from:
Leena Faraj
Principal
Workforce Management Group W.L.L.
Level 22, West Wing, Bahrain Financial Harbour
PO Box 21662
Manama
Kingdom of Bahrain
Phone: (+973) 1750 2838
Fax: (+973) 1750 3030
Mob: (+973) 3952 0028
Email: leena.faraj@workforcemgroup.com
Website: www.workforcemgroup.com
June 2010 Capability Statement 21