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+
+
+ALAM AL-RIYADH TRAINING COMPANY · A SAPTCO COMPANY
+ARTC Business Plan 2027
+Building In-House Capability: Elevating Our Team Through Shadow Training
+and a Clear Upskilling Pathway into HSE
+
+Strategic & Financial Plan · 2027–2029
+
+### Notes:
+
+
+AGENDA
+What We'll Cover
+01
+Executive Summary
+06
+Revenue Streams
+
+02
+Where We Are Now
+07
+2027–2029 Roadmap
+
+03
+Strategic Shift: Building In-House Capability
+08
+Human Resources Plan
+
+04
+Shadow Training & the HSE Upskilling Pathway
+09
+Financial Plan & Projections
+
+05
+Accreditations & Partnerships
+10
+Conclusion
+ARTC BUSINESS PLAN 2027
+2
+
+### Notes:
+
+
+EXECUTIVE SUMMARY
+A Training Academy Built to Own Its Own Capability
+Road safety remains a Vision 2030 priority, and professional training for commercial drivers, technicians and QHSE roles is still an underserved market in the Kingdom.
+
+
+
+
+Since 2025, ARTC has built genuine accreditation and delivery capability — but too much of that delivery still depends on freelance trainers and third-party agreements.
+
+
+
+
+The defining shift for 2027 is capability ownership: elevate the existing internal team through structured shadow training so that HSE, QHSE and driver-safety delivery is increasingly owned in-house.
+
+
+
+
+This reduces cost volatility, protects institutional knowledge, and strengthens ARTC's position as SAPTCO's long-term, self-sufficient training partner.
+
+
+
+
+ARTC BUSINESS PLAN 2027
+3
+
+### Notes:
+
+
+CURRENT POSITION
+Where We Are Now
+
+6 Accreditation Bodies
+Freelancer-Reliant Delivery
+
+
+
+
+RoSPA, IOSH, SHA, TVTC, SASO, Highfield and IMI relationships established or in progress.
+Most HSE and QHSE course delivery today still depends on freelance trainers and third-party agreements.
+
+A Small, Growing Core Team
+Foundational Partnerships
+
+
+
+
+Instructors and an emerging QHSE function, with sales and marketing capability scaling up.
+Early-stage relationships with TGA, Hadaf and Neqaba give ARTC a base to build a full academy on.
+ARTC BUSINESS PLAN 2027
+4
+
+### Notes:
+
+
+
+THE 2027 STRATEGIC SHIFT
+From Outsourced Delivery to Owned Capability
+The 2027 plan re-centers ARTC's growth on its own people — not on freelancers and third-party agreements. Every external engagement is now a mechanism for building a permanent, in-house delivery team.
+2025 MODEL
+2027 MODEL
+
+Delivery model
+Freelance trainers, agency day-rates
+Internal team, shadow-trained to lead
+
+Cost profile
+Variable, rises with demand
+Fixed & predictable, improving margin
+
+Institutional knowledge
+Leaves with each freelancer
+Retained and compounding in-house
+
+Growth capacity
+Capped by external availability
+Scales with ARTC's own bench strength
+ARTC BUSINESS PLAN 2027
+5
+
+### Notes:
+
+
+THE PROBLEM
+The Cost of Relying on Freelancers & Third Parties
+
+Cost volatility
+Freelance day-rates and agency margins rise with demand, eroding profitability on every contract.
+
+
+
+Inconsistent quality
+Standards vary trainer to trainer without a controlled, repeatable ARTC delivery method.
+
+
+
+Knowledge walks out the door
+Course IP, client relationships and delivery expertise leave with every freelancer who moves on.
+
+
+
+Scheduling risk
+Growth is capped by external availability rather than ARTC's own capacity to deliver.
+
+
+
+Brand dilution
+Clients meet trainers wearing the ARTC badge who were never truly trained the ARTC way.
+
+
+ARTC BUSINESS PLAN 2027
+6
+
+### Notes:
+
+
+OUR SOLUTION
+The Shadow Training Program
+Every externally-led course delivered in 2027 is paired with internal ARTC staff who progress through a structured, sign-off pathway toward independent delivery.
+
+1
+2
+3
+4
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+Observe
+Assist
+Co-Deliver
+Lead Independently
+Internal staff sit in on every external / accredited-body-led course as a formal shadow, not a bystander.
+Shadows co-facilitate exercises, assessments and practical sessions under the lead trainer's supervision.
+Shadows deliver full modules jointly with the external specialist, building a logged competency record.
+Once signed off against the accreditation's train-the-trainer standard, the internal staff member leads the course solo.
+A structured logbook tracks each shadow's progress against the accreditation's own train-the-trainer requirements — RoSPA, IOSH, Highfield, SHA, TVTC, SASO. Target: every externally-delivered course has an internal successor within two delivery cycles.
+ARTC BUSINESS PLAN 2027
+7
+
+### Notes:
+
+
+CAREER PATHWAY
+Upskilling Pathway: Trainer to HSE Specialist
+A clear, accredited ladder gives every instructor a route from operational trainer to certified QHSE leadership — turning today's team into tomorrow's specialists.
+
+Driver / Technical Instructor
+Existing operational base across driving, technical and workshop training.
+
+L1
+
+Certified Trainer
+Train-the-Trainer, Highfield & IOSH Managing Safely certification.
+
+L2
+
+QHSE Practitioner
+NEBOSH General Certificate, core modules; co-delivering QHSE content.
+
+L3
+
+HSE Specialist / Lead Auditor
+NEBOSH Diploma, ISO 45001 Lead Auditor, RoSPA Level 2.5 Defensive Driving.
+
+L4
+
+QHSE Head / Accreditation Owner
+Owns ARTC's internal accreditation, quality assurance and instructor development.
+
+L5
+ARTC BUSINESS PLAN 2027
+8
+
+### Notes:
+
+
+TEAM ELEVATION ROADMAP
+From Shadowing to Independent Delivery
+Q1–Q2 2027
+Q3–Q4 2027
+2028
+2029
+
+Map current staff competencies against every active accreditation; assign shadow-training pairs to all externally-led courses.
+First cohort co-delivers IOSH and Highfield courses independently; freelance day-rate spend begins a measurable decline.
+Internal staff lead accrediting body's license; freelancers used only for specialist overflow.
+ARTC-owned delivery team covers the majority of the QHSE and driver-safety curriculum; third-party agreements limited to new or niche accreditations.
+ARTC BUSINESS PLAN 2027
+9
+
+### Notes:
+
+
+FOUNDATIONS
+Vision, Mission & Values
+
+Vision
+Mission
+
+
+
+
+To be the leading provider of transportation, occupational health, safety, environment and quality training in the Kingdom.
+To deliver world-class, increasingly in-house-owned training that meets and exceeds industry standards and best practices.
+
+Excellence
+Integrity
+Innovation
+Collaboration
+Capability Ownership
+Highest quality training and support to every client.
+Uphold the highest standards in every interaction.
+Continuously improve how training is delivered.
+Foster teamwork to strengthen learning outcomes.
+Build lasting skills in-house, not dependency.
+ARTC BUSINESS PLAN 2027
+10
+
+### Notes:
+
+
+ACCREDITATIONS & CERTIFICATIONS
+Our Accreditation Portfolio
+
+NEBOSH
+Under Process
+IOSH
+SASO
+
+Health & safety professionals seeking comprehensive, career-progression qualifications.
+Beginners, managers and supervisors needing working safety-regulation knowledge.
+Engineering construction apprentices, trainees and experienced professionals.
+
+Highfield
+RoSPA (UK)
+SHA
+
+Cross-sector professionals in health & safety, food safety and first aid.
+Organizations and safety professionals committed to accident prevention.
+Organizations and safety professionals committed to Life preservation, through first aid, BLS
+ARTC BUSINESS PLAN 2027
+11
+
+### Notes:
+
+
+ACCREDITATIONS & PARTNERSHIPS
+Becoming an IPAF Centre
+
+What Is IPAF?
+The Opportunity
+
+
+
+
+The global accreditation body for Mobile Elevating Work Platform (MEWP) and powered access training.
+Set up an IPAF centre with commercial license approval at the Hayer Training Centre.
+
+Target Market
+Target Timeline
+
+
+
+
+Become the go-to provider for MEWP and mechanical equipment operator training in the Kingdom.
+TBD — commercial license and centre launch date to be confirmed.
+ARTC BUSINESS PLAN 2027
+12
+
+
+PARTNERSHIPS
+Strategic Partnerships — Built to Be Transitional
+
+TGA
+Hadaf
+Neqaba
+SLAs
+Transport General Authority
+Hadaf National Program
+General Syndicate of Cars
+Other Training Institutions
+Driver CPC (Certificate of Professional Competence) course delivery and accreditation route.
+Driver, technician, safety and soft-skills training for Saudi Nationals.
+Bus evacuation training to build skilled drivers and reduce injuries.
+Bridge capability while ARTC develops its own accreditations in parallel.
+
+Each partnership and SLA is intentionally transitional: it is paired with a shadow-training plan so ARTC steadily reduces reliance on external delivery while retaining the relationship for capacity and credibility.
+
+
+ARTC BUSINESS PLAN 2027
+13
+
+### Notes:
+
+
+REVENUE MODEL
+Revenue Streams
+
+Internal Training Revenue
+External Training Revenue
+
+
+
+
+Employee training programs
+Commercial driver training
+Certification programs
+Digital training products
+Specialized workshops
+Consultancy services
+Corporate training programs
+Public workshops & seminars
+ARTC BUSINESS PLAN 2027
+14
+
+### Notes:
+
+
+2027 ROADMAP · SHORT-TERM (0–12 MONTHS)
+Foundation: Shadow Training & Internal Modules
+
+Conduct Gap Analysis of Current Trainers
+
+1
+Action: Assess current training programs, instructor performance and competencies against accreditation requirements.
+Outcome: A clear, prioritized upskilling plan for every trainer, with shadow-training pairs assigned to all active courses.
+
+Launch Shadow Training & Cascade Model
+
+2
+Action: Pair internal staff with every externally-led course through ARTC-RoSPA, Highfield Train-the-Trainer and internal capacity-building.
+Outcome: Improved delivery quality and a reduced need for external staff at premium freelance rates.
+
+Introduce New Internal Training Modules
+
+3
+Action: Launch Defensive Driving, Customer Service for Drivers and English Language Skills — delivered in-house from day one.
+Outcome: Immediate expansion of internally-owned training offerings and improved driver and customer-facing skills.
+ARTC BUSINESS PLAN 2027
+15
+
+### Notes:
+
+
+2028 ROADMAP · MEDIUM-TERM (12–24 MONTHS)
+Scale: Independent Delivery Takes Over
+
+Expand into Digital Learning Platforms
+
+1
+Action: Build an e-learning platform for driver, QHSE, financial, managerial, IT and leadership courses, using data analytics for personalized paths.
+Outcome: Extend the academy's reach beyond physical locations with flexible, regionally-scalable, multi-discipline training.
+
+Roll Out Full-Scope Commercial Driver Academies
+
+2
+Action: Set up fully operational academies in partnership with TGA, SLA and the General Traffic Department.
+Outcome: Establish ARTC as a leading, industry-standard-setting training provider.
+
+Begin Expansion into the GCC
+
+3
+Action: Identify priority GCC markets and begin building the accreditation and delivery partnerships to replicate ARTC's model regionally.
+Outcome: Establish ARTC's first regional footprint and diversify revenue beyond Saudi Arabia.
+
+Internal Staff Lead NEBOSH & ECITB Modules
+
+4
+Action: Signed-off shadow-trained staff begin co-delivering and leading modules under the accrediting body's license.
+Outcome: Freelancer use is restricted to specialist overflow only, materially reducing external delivery cost.
+16
+ARTC BUSINESS PLAN 2027
+
+### Notes:
+
+
+2029+ ROADMAP · LONG-TERM (24+ MONTHS)
+Maturity: An Owned Centre of Excellence
+
+Introduce Advanced Qualifications (Level 6–7)
+
+1
+Action: Develop advanced training and Road Risk management credentials for companies across the Kingdom and region.
+Outcome: A comprehensive professional development pathway for driver-safety professionals.
+
+Develop International Market Entry Strategy
+
+2
+Action: Expand ARTC Academy's offerings internationally, targeting key markets with similar training needs.
+Outcome: Establish ARTC's global presence as a leader in commercial driver training.
+
+ARTC-Owned Delivery Team Covers Full Curriculum
+
+3
+Action: Internal HSE specialists and lead auditors deliver the majority of QHSE and driver-safety training end-to-end.
+Outcome: Third-party agreements are limited to new or niche accreditations only, maximizing margin and control.
+ARTC BUSINESS PLAN 2027
+17
+
+### Notes:
+
+
+MARKET OPPORTUNITY
+Commercial Driver Academies
+ARTC's internal training experience and existing infrastructure allow rapid rollout of a full range of passenger transport and logistics safety courses — delivered increasingly by ARTC's own shadow-trained team.
+
+Heavy Bus Fire Evacuation
+
+Passenger Assistant Training
+
+Disability Access Training
+
+Loading Area Safety Training
+
+Safe & Fuel-Efficient Driving
+
+Giga-Project Targets
+Corporate Fleet Targets
+
+
+
+
+NEOM, Red Sea, Diriyah and Qiddiya are already prioritizing road safety and represent a targeted marketing opportunity with dedicated safety-training budgets.
+Large fleet operators — NADEC, SGS, Coca-Cola and Almarai — face substantial costs from accident repairs, lost time and fatalities, and increasingly demand this training.
+ARTC BUSINESS PLAN 2027
+18
+
+### Notes:
+
+
+MARKETING & LEAD GENERATION
+Building Our Marketing Engine
+
+Social Media Presence
+Search Engine Optimization
+
+
+
+
+Active on LinkedIn, TikTok, Instagram and X, posting regularly to build brand awareness and engagement.
+Build organic search visibility so prospective clients researching training providers find ARTC first.
+
+Google Ads
+Lead Generation & CRM
+
+
+
+
+Launch targeted paid search campaigns to capture high-intent demand and generate qualified leads.
+Route SEO and paid traffic into the CRM, turning visitors into tracked, qualified sales leads.
+ARTC BUSINESS PLAN 2027
+19
+
+
+MARKET LANDSCAPE
+Competitive Landscape
+
+MELI Driver Training Center
+Tawteen Al Ebtikar
+Green Ace Center for Training
+
+IRU Academy-accredited truck, bus and car driver training with strong logistics-sector ties.
+Government-approved truck, taxi and bus driver certification, 15+ years nationwide.
+NEBOSH/IOSH-accredited HSE training; Saudi Aramco-approved provider based in Riyadh.
+
+SLC Group
+Blue Ocean Academy
+DiMOIS Training Institute
+
+NEBOSH IGC and safety training provider with multiple branches across Riyadh.
+CIPS, PMI and IATA-accredited corporate training in supply chain, HR and project management.
+Riyadh-based corporate training in finance, quality, HR and emerging technology.
+ARTC BUSINESS PLAN 2027
+20
+
+
+QUALITY FRAMEWORK
+ISO Standards to Implement
+
+
+
+
+
+
+
+
+ISO 9001
+ISO 14001
+ISO 45001
+ISO 21001
+Quality Management
+Environmental Management
+Occupational Health & Safety
+Educational Organizations
+Ensure consistent quality in training services and streamlined processes.
+Promote sustainable practices and reduce environmental impact.
+Ensure a safe, healthy working environment and reduce workplace risk.
+Enhance the quality and effectiveness of educational service delivery.
+Completed
+Completed
+Completed
+ARTC BUSINESS PLAN 2027
+21
+
+### Notes:
+
+
+HUMAN RESOURCES
+A Hiring Plan Built to Transfer Capability
+
+QHSE Head
+Promote from within — recognizing existing expertise rather than buying it externally.
+
+
+
+TBD HSE Specialist Trainers (External Hire)
+Each mandated to shadow-train two internal staff within their first six months on the job.
+
+
+
+Sales Team
+Hire TBD sales staff now, scaling to TBD by January 2027 as the pipeline grows.
+
+
+
+Marketing & Graphic Design Interns
+TBD Tamheer intern working alongside the existing marketing lead to build in-house content capability.
+
+
+
+Administrative Personnel
+TBD hire —In January 2027 — to support operations as volume grows.
+
+
+
+Every external hire and every third-party agreement now includes a built-in knowledge-transfer clause — new specialists exist to elevate the team, not to create new dependency.
+ARTC BUSINESS PLAN 2027
+22
+
+### Notes:
+
+
+INVESTMENT PLAN
+Technical Resources & Financial Investment
+
+Technical Resources
+Financial Investment
+
+
+
+
+Initial Setup
+CRM — Zoho
+Funds allocated for qualification development, accreditations and marketing strategy.
+E-Learning Platform Development
+Operational Costs
+Training Equipment
+Ongoing spend on trainer upskilling, curriculum development and platform maintenance — the direct investment that reduces future freelancer reliance.
+ARTC BUSINESS PLAN 2027
+23
+
+### Notes:
+
+
+FINANCIAL PLAN
+Revenue Projections 2027–2029
+Figures assume planned sales headcount growth across 2027–2029, with full accreditation and course availability in place.
+
+### Chart
+
+| Category | Hadaf | TGA | QHSE & RoSPA Courses |
+|---|---|---|---|
+| 2027 | 0.0 | 0.0 | 0.0 |
+| 2028 | 0.0 | 0.0 | 0.0 |
+| 2029 | 0.0 | 0.0 | 0.0 |
+2027
+2028
+2029
+Hadaf
+TBD
+TBD
+TBD
+TGA
+TBD
+TBD
+TBD
+QHSE & RoSPA
+TBD
+TBD
+TBD
+
+Total Revenue
+TBD
+TBD
+TBD
+
+Key Drivers
+2027–28 growth comes from expanded digital products and commercial driver enrollment. From 2029, growth is increasingly driven by internally-delivered QHSE courses — improving net margin as freelance and third-party costs fall relative to revenue.
+ARTC BUSINESS PLAN 2027
+24
+
+### Notes:
+
+
+CONCLUSION
+An Academy That Owns Its Own Future
+ARTC can become SAPTCO's owned centre of excellence for commercial driver and QHSE training.
+
+
+The 2027 plan's central shift — elevating the internal team through shadow training and a clear pathway into HSE roles — turns today's freelancer and third-party dependency into tomorrow's institutional capability.
+
+
+This delivers reduced external cost exposure, protected IP, more consistent quality, and stronger long-term margins.
+
+
+
+It keeps ARTC firmly aligned with Vision 2030 and SAPTCO's national road-safety mission.
+
+
+ARTC BUSINESS PLAN 2027
+25
+
+### Notes:
\ No newline at end of file
diff --git a/ARTC_Commercial_Activation_Execution_Framework.md b/ARTC_Commercial_Activation_Execution_Framework.md
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+
+
+TSS · SAPTCO · BUSINESS CONSULTING DEPARTMENT
+ENGAGEMENT SNAPSHOT
+SOURCE PROPOSAL
+ARTC Commercial
+Activation & Brand
+Programme
+Kynd · ARTC-001 v01 · May 2026
+VENDOR PATH C GROSS
+SAR 870,000 excl. VAT
+RECOMMENDED MODEL
+Hybrid — Kynd Phase 1 + internal P2–P4
+Proposal-to-Project Execution Framework
+HYBRID ENVELOPE
+≈ SAR 275–420k
+Methodology · project plan · resources · timeline · vendor vs. in-house vs. hybrid financial scenarios — converting the Kynd PACE proposal into an internally executable, gated programme.
+ACTIVE DURATION
+≈ 7.5 months (Timeline A)
+AALAM ALREYADAH
+TSS-PEF-ARTC-001 · v01 | June 2026 | Internal — leadership decision document
+
+### Notes:
+
+
+SECTION 1 · EXECUTIVE UNDERSTANDING
+A commercial activation system, not a campaign
+
+Kynd reframes ARTC's campaign brief: the prior campaign failed upstream — positioning, segmentation, channel fit, and sales infrastructure. The PACE system closes that gap.
+VENDOR MARKET CLAIM
+SAR 5bn
+Saudi safety-training market by 2030 — unvalidated; verify before Gate 1 (ARTC data)
+
+KNOWN?
+LOVED?
+CHOSEN?
+
+Awareness & salience
+Preference & trust
+Market & performance
+RoSPA monopoly — the only commercialized centre in KSA — is buried, not featured. Brand reads as one more generalist HSE provider.
+Differentiators (practical, flexible, customized) are claims every competitor makes. SAPTCO's 45-year fleet legacy is not yet translated into ARTC equity.
+Transactional motion: manual lead tracking, no account management, no buying-committee mapping. Growth infrastructure not yet in place.
+
+POSITIONING GUARDRAIL — NON-NEGOTIABLE: RoSPA + SAPTCO legacy = commercial spearhead only. The full HSE portfolio is the platform — no output may imply ARTC is road-safety-only.
+
+TSS BUSINESS CONSULTING · ARTC COMMERCIAL ACTIVATION PROGRAMME
+TSS-PEF-ARTC-001 · JUNE 2026 · 02
+
+### Notes:
+
+
+SECTION 1 · SCOPE OF WORK
+PACE — four phases, separately committed
+
+P
+
+A
+
+C
+
+E
+Position
+Activate
+Convert
+Elevate
+≈ 5 weeks
+≈ 8 weeks
+≈ 8 weeks
+6-mo minimum
+SAR 65,000
+SAR 320,000
+SAR 185,000
+SAR 50,000 /mo
+Segmentation Report · Master Credential Document (≤25pp, AR+EN): positioning, value props, buying-committee playbook, message house, target accounts
+3 sector white papers · 6 A/B creatives · 3 LinkedIn ABM campaigns (~30 named accounts) · 200–250 leads in ≤60 days · lead capture + reporting
+5 account narrative packs (4 DMU narratives each) · 5 proposal templates per Saudi procurement norms · enablement library · BD working sessions
+3 executive content programmes (ghostwritten, 12+ wks) · company page management · paid amplification (LinkedIn, SEM, location ads) · monthly reports
+
+Per-phase commitment. Paths A (P1) / B (P1–2) / C (full) — exit ramps exist by design.
+PATH C GROSS (P1–P3 + 6-MO P4)
+excl. VAT (≈ SAR 1,000,500 incl. 15%) · media-spend treatment undefined — see gaps
+SAR 870,000
+
+TSS BUSINESS CONSULTING · ARTC COMMERCIAL ACTIVATION PROGRAMME
+TSS-PEF-ARTC-001 · JUNE 2026 · 03
+
+### Notes:
+
+
+SECTION 1.7 · DUE DILIGENCE
+Ten gaps — to close contractually before payment
+
+Media spend in or out? The proposal never states whether LinkedIn/Google budgets sit inside the SAR 320k and SAR 50k/month fees or bill as pass-through — a swing of est. SAR 120–200k on the vendor scenario.
+#1
+
+Payment milestones, invoicing & termination — all deferred to a future Engagement Agreement
+“Qualified lead” undefined behind the 200–250 commitment; no revenue guarantee anywhere
+
+2
+
+3
+
+ARTC-side effort unstated: BD sessions, leadership workshops, spokesperson review time
+IP ownership of MCD, white papers, creatives, and enablement library unaddressed
+
+4
+
+5
+
+Lead handoff is manual only — no system integration (mitigated: Zoho-model spreadsheet)
+No KPI baselines beyond lead volume — no CPL, MQL→SQL, pipeline, or revenue targets
+
+6
+
+7
+
+Kynd delivery staffing unnamed — founder involvement vs. delegated team unknown
+Language coverage: only the MCD is explicitly bilingual; white papers/content unspecified
+
+8
+
+9
+
+Case portfolio is B2C/retail/destination-weighted — no B2B accredited-training reference
+
+10
+
+TSS BUSINESS CONSULTING · ARTC COMMERCIAL ACTIVATION PROGRAMME
+TSS-PEF-ARTC-001 · JUNE 2026 · 04
+
+### Notes:
+
+
+SECTION 2 · PROPOSAL-TO-PROJECT CONVERSION
+Project definition
+
+PURPOSE — convert ARTC's unclaimed structural advantage (sole commercialized RoSPA centre + SAPTCO legacy, as spearhead of the full HSE portfolio) into a defensible position, qualified pipeline, accelerated conversion, and a self-sustaining authority engine.
+
+MEASURABLE OBJECTIVES
+IN SCOPE
+All 4 PACE phases + Phase 0 Mobilise · message-house-level brand refresh · LinkedIn ABM + Google SEM · lead capture on Zoho-aligned interim spreadsheet · enablement of the 6-person BD team
+Validated positioning + 3 priority sectors approved at Gate 1
+200–250 captured leads; ≥30 named accounts warmed in ≤60 days
+≥5 priority accounts advanced ≥1 funnel stage, full DMU coverage
+≥12 weeks of 3-spokesperson authority cadence with monthly reporting
+Reusable enablement library + repeatable demand process handed to ARTC
+OUT OF SCOPE — UNLESS APPROVED
+Full visual-identity redesign · website rebuild (existing site hosts gated downloads with light config) · CRM procurement · B2C marketing · events · offline media · permanent marketing hires · any road-safety-only positioning
+
+SUCCESS CRITERIA
+Positioning approved with guardrail intact · lead + account targets met in-window · 5 accounts demonstrably advanced · BD independently using the library in ≥2 live pursuits · spend within envelope · zero-rework Zoho migration
+
+TSS BUSINESS CONSULTING · ARTC COMMERCIAL ACTIVATION PROGRAMME
+TSS-PEF-ARTC-001 · JUNE 2026 · 05
+
+### Notes:
+
+
+SECTION 3 · METHODOLOGY
+Nine steps, five gates — PACE inside an internal PM shell
+
+Mobilise
+Current state
+Assessment
+SH
+BA
+BA·MS
+
+0
+
+1
+
+2
+Charter, contract, baseline, governance
+Validate vendor claims; pipeline & infra audit
+Interviews, sector sizing, competitive audit
+
+Positioning
+Content build
+Readiness gate
+MS·BA
+MS·Dsgn
+SM
+
+3
+
+4
+
+5
+Workshop, MCD, ~30 named accounts
+White papers, creatives, capture infra
+BD training, SLA, spokesperson roster
+
+Launch & run
+Monitor
+Close & handover
+MS·BA
+BA
+SH
+
+6
+
+7
+
+8
+Campaigns + Convert + Elevate in parallel
+Weekly dashboards, monthly reports
+Library handover, Zoho migration, decision
+
+STAGE GATES — SPEND RELEASED INCREMENTALLY
+→
+→
+→
+→
+G0 Charter & contract
+G1 Positioning approved
+G2 Launch readiness
+G3 Campaign close / P4 call
+G4 Closure
+
+TSS BUSINESS CONSULTING · ARTC COMMERCIAL ACTIVATION PROGRAMME
+TSS-PEF-ARTC-001 · JUNE 2026 · 06
+
+### Notes:
+
+
+SECTION 9 · TIMELINE
+Hybrid Timeline A — ≈ 26 weeks of managed delivery
+W0
+W4
+W8
+W12
+W16
+W20
+W24
+W26
+
+P0 Mobilise
+
+P1 Position
+
+P2 Build
+
+P2 Campaign (≤60d)
+
+P3 Convert
+
+P4 Elevate (12-wk core)
+
+Closure
+
+Gates / milestones
+
+M0/M1
+G1
+G2
+M4
+M5/M6
+G3/4
+
+TIMELINE B OPTION (Leadership input): ≈ 4.5–5 months with +1 dedicated campaign/performance resource and part-time CRM/data support (+ SAR 110–140k). Vendor-led Path C compares at ≈ 7–8 months incl. the 6-month P4 retainer.
+
+TSS BUSINESS CONSULTING · ARTC COMMERCIAL ACTIVATION PROGRAMME
+TSS-PEF-ARTC-001 · JUNE 2026 · 07
+
+### Notes:
+
+
+SECTION 10 · MILESTONES
+Eight checkpoints with acceptance criteria
+
+W1
+Charter & model approved
+TSS CEO signature; execution-model decision memo issued
+
+M0
+
+W4
+Engagement Agreement executed
+All 10 gaps closed in writing — media, IP, milestones, lead definition
+
+M1
+
+W10
+Positioning approved — Gate 1
+3 sectors quantified; guardrail verified; AR+EN MCD delivered
+
+M2
+
+W14
+Launch readiness — Gate 2
+SM signs readiness checklist; end-to-end test lead flows to spreadsheet
+
+M3
+
+W22
+Campaign window closed
+Lead count vs. 200–250 reported; CPL + quality analysis delivered
+
+M4
+
+W24
+Conversion assets in BD use
+Library observed in ≥2 live pursuits; 5 packs + 5 templates accepted
+
+M5
+
+W24
+Authority programme established
+12 weeks of 3-spokesperson cadence met; monthly reports issued
+
+M6
+
+W26
+Closure & sustainment — Gates 3/4
+Closure report accepted; zero-rework Zoho migration; P4 decision memo
+
+M7
+
+TSS BUSINESS CONSULTING · ARTC COMMERCIAL ACTIVATION PROGRAMME
+TSS-PEF-ARTC-001 · JUNE 2026 · 08
+
+### Notes:
+
+
+SECTIONS 6–7 · TEAM & ACCOUNTABILITY
+Resourcing on a ≈1.2 FTE internal core
+CORE — TSS BUSINESS CONSULTING
+
+Programme manager — delivery, governance, gates, vendor mgmt
+~30%
+
+SH
+
+BINDING CONSTRAINT
+≈ 1.2 FTE
+
+Research, validation, dashboards, lead infrastructure, DMU maps
+~30%
+BA
+
+Total internal core capacity. Peak overload risk in weeks 14–24 when Activate, Convert, and Elevate run in parallel — the case for Timeline B augmentation or vendor support.
+
+Content, campaigns, white papers, amplification, ghostwriting coord.
+~30%
+MS
+
+Creatives, MCD layout, templates, post visuals
+~30%
+Dsgn
+
+RACI PRINCIPLES
+Accountability never transfers to the vendor — internal roles shift to QA where Kynd produces
+GM decides positioning, spokespersons, account list
+TSS CEO decides envelope, gates, model changes
+SM accountable for lead follow-up SLA; BD executes
+RECURRING — ARTC & GROUP
+GM (owner, ~4 hrs/wk) · CM (~10–15%) · SM (~15–20%, owns lead SLA) · TM (~10% + technical-authority spokesperson, may delegate to a senior RoSPA-accredited instructor) · BD team ×6 · SAPTCO group senior (P4 voice) · Finance/Procurement · Legal
+
+TSS BUSINESS CONSULTING · ARTC COMMERCIAL ACTIVATION PROGRAMME
+TSS-PEF-ARTC-001 · JUNE 2026 · 09
+
+### Notes:
+
+
+SECTION 12 · GOVERNANCE
+Light structure, hard decision rights
+
+STEERING COMMITTEE
+
+WORKING TEAM
+
+CAMPAIGN STAND-UP
+Monthly · 45 min + gate sessions
+Weekly · 30 min
+Twice-weekly · 15 min (P2 only)
+TSS CEO (chair), GM, SH; Finance at budget points. Gate decisions, envelope changes, escalations.
+SH (chair), BA, MS, Designer, CM, SM; TM at content reviews; vendor lead if engaged. Delivery control, RAID, dashboard.
+MS, BA, SM/BD delegate; vendor performance lead. Optimization calls, lead-flow watch during the 60-day window.
+
+DECISION RIGHTS
+ESCALATION & REPORTING
+GM — positioning, spokespersons, named-account list, launch window
+TSS CEO — envelope, gates, execution-model changes
+SH — day-to-day delivery within charter
+Working team → SH → GM → TSS CEO; max 5 working days per level
+Weekly status + dashboard from launch; monthly leadership report; gate papers
+BA produces, SH issues — single reporting spine
+
+TSS BUSINESS CONSULTING · ARTC COMMERCIAL ACTIVATION PROGRAMME
+TSS-PEF-ARTC-001 · JUNE 2026 · 10
+
+### Notes:
+
+
+SECTION 11 · RISK PROFILE
+Top risks — traffic-light view
+MITIGATION →
+
+Media-cost exposure
+Spend possibly excluded from vendor fees → SAR 120–200k uncontrolled pass-through
+Contractual clarification at M1; cap media; internal benchmark ≈ SAR 25k/mo
+HIGH
+
+Pipeline illusion
+200–250 leads delivered but unqualified; no revenue guarantee anywhere in the proposal
+Contractual lead definition; bi-weekly quality reviews; tie P4 to evidence
+HIGH
+
+BD absorption
+6-person team cannot work ~40+ leads/week at peak alongside existing duties
+Gate 2 readiness test; SLA; prioritization rules; temp inside-sales option
+HIGH
+
+Capacity overload
+≈1.2 FTE core vs. parallel P2/P3/P4 in weeks 14–24
+Timeline B augmentation or vendor support for peak phases
+HIGH
+
+Positioning drift
+Strategy narrows ARTC to road-safety-only, shrinking the addressable market
+Hard guardrail in charter + Gate 1 acceptance criteria; GM veto
+MED
+
+Capability evidence
+Kynd cases are B2C/retail-weighted; B2B training execution unproven
+B2B reference + named team CVs pre-signature; weight reliance to Phase 1
+MED
+
+Spokesperson fatigue
+3 execs × 12+ weeks underestimated; cadence collapses
+Written commitment; ghostwriting = review-only; TM may delegate to RoSPA instructor
+MED
+
+Calendar collision
+Ramadan/Eid or summer window hits the 60-day campaign
+Set launch window at Gate 1 (Leadership input)
+MED
+
+TSS BUSINESS CONSULTING · ARTC COMMERCIAL ACTIVATION PROGRAMME
+TSS-PEF-ARTC-001 · JUNE 2026 · 11
+
+### Notes:
+
+
+SECTION 13 · PERFORMANCE MEASUREMENT
+Four KPI families — one weekly spine
+
+PROJECT MANAGEMENT
+
+MARKETING ACTIVATION
+
+COMMERCIAL / BD
+
+OPERATIONAL READINESS
+Milestone slip vs. plan (monthly)
+Spend vs. envelope (monthly)
+Gate first-pass rate
+Open high risks (weekly)
+Leads vs. 200–250 target (weekly)
+Cost per lead
+Named-account engagement / 30
+A/B win rate · P4 cadence compliance
+MQL→SQL conversion (bi-weekly)
+Lead follow-up SLA compliance
+5-account stage movement
+Pipeline value · programme-tagged revenue
+BD library adoption / 6
+Lead-data integrity vs. Zoho model
+Spokesperson 48-hr review SLA
+Handover completion at close
+
+Calibration gap: the proposal supplies exactly one quantified target (200–250 leads). All other thresholds are set at Gate 1 from the baseline pack (ARTC data) — CPL, MQL→SQL, pipeline value, and revenue targets are otherwise internal assumptions, not vendor commitments.
+
+TSS BUSINESS CONSULTING · ARTC COMMERCIAL ACTIVATION PROGRAMME
+TSS-PEF-ARTC-001 · JUNE 2026 · 12
+
+### Notes:
+
+
+SECTION 14 · SCENARIO A
+Vendor-led — Kynd, full Path C
+
+COST STACK · EXCL. VAT
+FOR
+AGAINST
+
+Phase 1 Position
+65,000
+Fastest to campaign (live ≈ wk 6–13); no hiring
+Senior multi-disciplinary craft; PACE fits procurement-led B2B
+200–250 lead volume contractually stated
+Per-phase exits; single accountable partner
+Highest cash cost; media exposure unresolved
+B2B accredited-training track record unproven (cases skew B2C/retail)
+Know-how externalized; P4 designed as ongoing retainer dependence
+No revenue commitment; lead quality undefined
+
+Phase 2 Activate
+320,000
+
+Phase 3 Convert
+185,000
+
+Phase 4 × 6 months
+300,000
+
+Path C gross
+SAR 870,000
++ media (unknown, est. 120–200k if pass-through) + change orders + VAT 15%. ≈ SAR 600k/yr run-rate if P4 retained.
+
+Verdict: choose only if speed overrides budget — and even then, not before media treatment, IP, and lead definition are contractually fixed. Internal coordination (~0.4–0.5 FTE) remains regardless.
+
+TSS BUSINESS CONSULTING · ARTC COMMERCIAL ACTIVATION PROGRAMME
+TSS-PEF-ARTC-001 · JUNE 2026 · 13
+
+### Notes:
+
+
+SECTION 14 · SCENARIO B
+In-house — hire 2 Business Analysts
+
+COST BUILD · 10 MONTHS · ASSUMPTIONS
+FOR
+AGAINST
+Salaries 2 × 15–18k × 10 mo
+300–360k
+25–40% below vendor gross before vendor media pass-through
+Permanent analysis muscle; everything learned stays
+Full control of positioning, data, spend, pace
+Team reusable for the next business line
+Slowest: hiring pushes launch to month 5–6; ≈10 months total
+Critical craft gap: BAs are not positioning strategists, creative directors, ABM media buyers, or ghostwriters
+Highest management burden on a ≈1.2 FTE base; key-person risk on 2 hires
+GOSI/benefits ≈ +12–15%
+36–54k
+Recruitment & onboarding
+20–40k
+Tools & subscriptions
+20–30k
+Media · 8 mo × 15–25k
+120–200k
+Freelance creative/writing
+60–100k
+
+Total cash est.
+SAR 520–730k
+Midpoint ≈ 625k · salaries continue post-programme · oversight (SH ~30% + GM) non-cash but real
+
+Verdict: right only if building a permanent analytics team is itself the goal. The riskiest single point — first-pass positioning by non-specialists — sits exactly where the programme can least afford failure.
+
+TSS BUSINESS CONSULTING · ARTC COMMERCIAL ACTIVATION PROGRAMME
+TSS-PEF-ARTC-001 · JUNE 2026 · 14
+
+### Notes:
+
+
+SECTION 14 · SCENARIO C — RECOMMENDED
+Hybrid — buy the strategy, own the engine
+
+Kynd as quoted — SAR 65,000
+
+Phase 1 Position
+HYBRID ENVELOPE · TIMELINE A
+SAR 275–420k
+Highest-leverage vendor value at the lowest fee; MCD explicitly built to be taken in-house
+
+Internal MS + BA · media bought in-house ≈ 25k/mo · freelance design & writing
+
+Phase 2 Activate
+Kynd Phase 1
+65k
+Freelance craft
+60–100k
+Internal media control captures the largest cost gap vs. the SAR 320k bundle
+Media 8 mo
+120–200k
+
+Internal BA/MS/Designer with CM·SM · optional Kynd advisory days
+Tools
+15–25k
+
+Phase 3 Convert
+Kynd P3 advisory (opt.)
+15–30k
+Account knowledge is internal; craft polish bought by the day
+Timeline B option: + SAR 110–140k → ≈ 4.5–5 months
+
+MS-run cadence · freelance ghostwriter · internal spokespersons (TM / RoSPA instructor)
+
+Phase 4 Elevate
+Authentic voice + cost control; avoids the SAR 50k/month retainer
+
+≈ 50–65% below vendor gross — with positioning approval, account selection, media spend, lead data (Zoho-aligned from day one), and the spokesperson programme all inside TSS/ARTC governance. The trade: execution rests on a stretched ≈1.2 FTE core unless augmented.
+
+TSS BUSINESS CONSULTING · ARTC COMMERCIAL ACTIVATION PROGRAMME
+TSS-PEF-ARTC-001 · JUNE 2026 · 15
+
+### Notes:
+
+
+SECTION 14 · SIDE BY SIDE
+Scenario comparison
+
+CRITERIA
+A · VENDOR (KYND)
+B · IN-HOUSE (2 BAs)
+C · HYBRID
+PREF.
+
+Total cost (excl. VAT)
+870k + unknown media
+520–730k + ongoing salaries
+275–420k
+C
+
+Time to campaign launch
+≈ wk 6–13
+≈ month 5–6
+≈ wk 14 (B: wk 10–11)
+A
+
+Execution quality
+High craft, sector unproven
+High risk in strategy/creative
+Strategy bought, execution gated
+A/C
+
+Strategic control
+Medium
+High
+High
+C
+
+Knowledge retention
+Low (P1 only)
+High
+High
+C
+
+Risk level
+Cost + dependency
+Capability + timeline
+Balanced, capacity-focused
+C
+
+Sustainability
+Retainer-dependent
+Good if hires retained
+Engine internalized by design
+C
+
+Management effort
+Lowest
+Highest
+Medium–high
+A
+
+Best fit for this project — value, control, and durable capability are the priorities → Hybrid
+
+TSS BUSINESS CONSULTING · ARTC COMMERCIAL ACTIVATION PROGRAMME
+TSS-PEF-ARTC-001 · JUNE 2026 · 16
+
+### Notes:
+
+
+SECTION 14 · EXPERT RECOMMENDATION
+Hybrid: Kynd Phase 1 + internal Phases 2–4
+The proposal's strongest argument for itself is also the case for hybrid — after Phase 1, ARTC “can take the foundation and run it themselves.” This recommendation takes the vendor at its word.
+
+VALUE
+Vendor pricing is most defensible where differentiation is highest (P1 at 65k) and least defensible against internal benchmarks (P2's 320k bundle; P4's 600k/yr run-rate).
+
+RISK
+Buys out the single riskiest point — positioning by non-specialists — while keeping execution risk inside a gated, measurable internal process.
+
+CAPABILITY
+The existing SH/BA/MS/Designer team executes against a professional playbook (the MCD) — how durable capability is realistically built.
+
+TIMELINE
+Deliverable on current capacity in ≈7.5 months; Timeline B buys ≈4.5–5 months for SAR 110–140k — a conscious choice, not a default.
+
+GOVERNANCE
+Positioning approval, account list, media spend, lead data, and spokespersons all stay inside TSS/ARTC decision rights, with the guardrail enforceable at Gate 1.
+
+TSS BUSINESS CONSULTING · ARTC COMMERCIAL ACTIVATION PROGRAMME
+TSS-PEF-ARTC-001 · JUNE 2026 · 17
+
+### Notes:
+
+
+SECTION 15 · THE ASK
+Five decisions, two weeks, one gated release
+
+DECISIONS BEFORE KICKOFF — TSS CEO + GM
+FIRST TWO WEEKS
+Approve the hybrid model — Kynd Phase 1 only
+Choose Timeline A (~7.5 mo) vs. B (~4.5–5 mo, +110–140k)
+Set the media envelope — recommended cap SAR 25k/month
+Confirm 3 spokespersons incl. TM or senior RoSPA-accredited instructor
+Mandate Procurement: P1 agreement + optional P3 day-rates + explicit IP transfer
+W1 — Issue charter; table the A/B/C decision at a joint CEO+GM session
+W1 — Open Phase 1-only negotiation with Kynd (gaps 1–5)
+W1–2 — BA: baseline pack + market-claim validation in parallel
+W2 — CM/SM: pipeline & account audit → priority-account longlist
+W2 — SH: governance cadence, RAID log, budget tracker with media cap pre-loaded
+
+RECOMMENDED RELEASE — INCREMENTAL COMMITMENT
+Approval path: SH → GM endorsement → TSS CEO (model, envelope, timeline) → Procurement executes → Gate 1 returns to CEO + GM
+SAR 75,000
+Phase 0 + Phase 1 only: Kynd 65k + ~10k contingency. All activation spend held behind Gate 1 — applying the proposal's own per-phase commitment principle while protecting the full envelope.
+
+TSS BUSINESS CONSULTING · ARTC COMMERCIAL ACTIVATION PROGRAMME
+TSS-PEF-ARTC-001 · JUNE 2026 · 18
+
+### Notes:
\ No newline at end of file
diff --git a/ARTC_Commercial_Activation_Internal_Business_Case.md b/ARTC_Commercial_Activation_Internal_Business_Case.md
new file mode 100644
index 000000000..79aa08121
--- /dev/null
+++ b/ARTC_Commercial_Activation_Internal_Business_Case.md
@@ -0,0 +1,1698 @@
+
+
+INTERNAL BUSINESS CASE
+ARTC Commercial Activation Programme
+From a Marketing Brief to a Commercial Activation System
+Prepared by: TSS Business Consulting Department
+For: TSS CEO · ARTC General Manager · ARTC Leadership Team
+Reference: TSS-BC-ARTC-001 · Version: 1.0 · Date: May 2026
+Source: Vendor proposal (Kynd, ARTC-001, May 2026), reinterpreted for internal delivery.
+
+
+
+SECTION TOC · Document Map
+TSS Business Consulting · ARTC Commercial Activation
+
+Table of Contents
+
+01
+
+Executive Business Case Summary
+
+09
+
+Project Plan & Timeline
+
+02
+
+Project Overview
+
+10
+
+Resources Required
+
+03
+
+Strategic Case for the Project
+
+11
+
+RACI Matrix
+
+04
+
+Methodology Overview – Adapted PACE
+
+12
+
+Governance Model
+
+05
+
+Detailed Methodology Activities
+
+13
+
+KPIs & Success Measures
+
+06
+
+Work Breakdown Structure
+
+14
+
+RAID Log – Risks, Assumptions, Issues, Dependencies
+
+07
+
+Consulting Tools & Techniques
+
+15
+
+Internal Execution Recommendations
+
+08
+
+Project Deliverables Register
+
+16
+
+Recommended Project Charter
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+
+
+01
+
+Section
+Executive Business Case Summary
+What the project is, why it matters, what it costs, and what TSS leadership must decide.
+TSS Business Consulting · ARTC Commercial Activation · Internal Business Case
+
+
+
+SECTION 1 · Executive Business Case Summary
+TSS Business Consulting · ARTC Commercial Activation
+
+Project on a Page
+
+| Element | Summary |
+| --- | --- |
+| Project Name | ARTC Commercial Activation Programme (internal codename: PACE-ARTC) |
+| Business Owner | ARTC General Manager (with TSS CEO as Executive Sponsor) |
+| Internal Delivery Owner | TSS Business Consulting Department – Senior Section Head |
+| Strategic Rationale | Capture ARTC's share of the SAR ~5B Saudi workplace safety training market (by 2030) by converting its dormant RoSPA + SAPTCO road-safety authority into a defensible, procurement-led commercial system. |
+| Business Problem | ARTC competes as an undifferentiated generalist HSE provider via broadcast channels, while its B2B buyers procure through framework agreements, Etimad tenders, vendor lists and committee-led decisions. A failed prior marketing campaign was a symptom of upstream gaps in positioning, segmentation, sales enablement and authority building. |
+| Proposed Solution | Run a four-phase internal commercial activation programme (Position → Activate → Convert → Elevate) executed by TSS Business Consulting with ARTC leadership and BD team. |
+| Expected Benefits | Defensible category position; 30 named B2B accounts moved cold→warm; up to 5 priority accounts closed; reusable sales enablement library; sustained authority engine; reduced long-term dependence on external agencies. |
+| Recommended Approach | Phased internal delivery, with optional selective external support for niche capability (e.g. LinkedIn paid execution, Arabic copyediting) only where internal team is insufficient. |
+| Required Internal Team | Senior BC Section Head, Business Analyst, Marketing Specialist, Designer + ARTC GM, Commercial Manager, Sales Manager, Training Manager + TSS CEO as sponsor. |
+| Estimated Duration | 21 weeks core programme (Phases 1–3) + 6-month minimum for Phase 4 sustenance. |
+| Key Leadership Decisions Required | (1) Approve programme charter & internal delivery model (2) Confirm 3 priority sectors at end of Phase 1 (3) Approve 30 named target accounts before Phase 2 (4) Approve 3 executive thought-leadership spokespersons (5) Confirm any limited external support and paid-media envelope |
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+
+
+SECTION 1 · Executive Business Case Summary
+TSS Business Consulting · ARTC Commercial Activation
+
+Indicative Investment Envelope (from vendor proposal, repurposed as internal cost baseline)
+
+Vendor benchmark prices (Kynd proposal, May 2026) are shown as the external alternative cost. Internal delivery cost should be assessed separately by TSS Finance.
+| Phase | Key Deliverables | Vendor Benchmark (excl. VAT) | Internal Delivery Cost Driver |
+| --- | --- | --- | --- |
+| Phase 1 – Position | Segmentation Report + Master Credential Document (AR/EN, ≤25 pp) | SAR 65,000 | Internal: salary load of BC team for ~5 weeks + leadership time. |
+| Phase 2 – Activate | 3 white papers, 6 creatives, 3 LinkedIn campaigns to ~30 named accounts, 200–250 leads | SAR 320,000 | Internal: BC team + paid-media budget (LinkedIn Sponsored Content) to be confirmed. |
+| Phase 3 – Convert | 5 account narrative packs, 5 proposal templates, sales enablement library | SAR 185,000 | Internal: BC team + ARTC Sales/Commercial Manager close working sessions. |
+| Phase 4 – Elevate | Message house activation, 3 executive content programs, page mgmt, paid amplification | SAR 50,000 / month | Internal: Marketing Specialist + Designer + paid amplification budget. |
+| TOTAL (vendor benchmark, 6 months Phase 4) | Full PACE programme | SAR 870,000 (excl. VAT) | Build-vs-buy decision to be tabled with TSS CEO. |
+Recommendation: Adopt internal delivery to retain capability, reduce cash cost, and build a reusable commercial system. Reserve external spend for paid media and any specialist niche only.
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+
+
+02
+
+Section
+Project Overview
+Background, scope, objectives, outcomes and stakeholders for internal delivery.
+TSS Business Consulting · ARTC Commercial Activation · Internal Business Case
+
+
+
+SECTION 2 · Project Overview
+TSS Business Consulting · ARTC Commercial Activation
+
+Background & Trigger
+
+| Topic | Background |
+| --- | --- |
+| Origin of the brief | ARTC commissioned a marketing campaign proposal. Vendor (Kynd) reframed the brief: ARTC does not have a campaign problem, it has a commercial activation problem. This business case adopts that reframing for internal execution. |
+| Where ARTC sits today | ARTC is the only commercialised RoSPA centre in Saudi Arabia, backed by SAPTCO's 45-year road-safety operational legacy. Today it is positioned and perceived as a generalist HSE training provider competing on undifferentiated breadth from a single Riyadh site. |
+| Market context | Saudi workplace safety training is one of the fastest-growing markets nationally, projected to approach SAR 5B by 2030 driven by Vision 2030 industrial scale-up, giga-projects, Saudisation training waves, and intensifying compliance enforcement. |
+| Buying behaviour | Target buyers (corporate HSE Managers, giga-project procurement, fleet directors, government training procurement) buy through framework agreements, Etimad tenders, pre-approved vendor lists and relationship-led procurement – not paid social. |
+| Why a marketing-only response fails | Broadcast campaigns do not reach committee-led B2B buyers. Without upstream clarity on positioning, segments, channels and sales infrastructure, a better-timed campaign would produce the same downstream outcome as the previous failed effort. |
+| Why internal execution is appropriate | TSS Business Consulting has the consulting, analytical, marketing and design capability to deliver this programme, while retaining the IP, the playbooks and the institutional knowledge inside the group. |
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+
+
+SECTION 2 · Project Overview
+TSS Business Consulting · ARTC Commercial Activation
+
+Objectives, Scope & Outcomes
+
+Project Objectives
+In Scope
+1. Define a defensible category position for ARTC anchored on RoSPA + SAPTCO road-safety legacy.
+
+2. Identify and prioritise 3 B2B sectors where ARTC has the strongest right to win.
+
+3. Convert clarity into qualified demand from ~30 named target accounts.
+
+4. Equip ARTC BD team to close up to 5 priority accounts with tailored narratives & proposals.
+
+5. Activate a sustained authority engine for ARTC and SAPTCO leadership voices.
+
+6. Build a reusable internal commercial activation playbook owned by TSS BC.
+• Market & sector segmentation and prioritisation
+• Positioning, value proposition & message house
+• Buying-committee playbook
+• White papers, creatives, LinkedIn account-based campaigns
+• Account narrative packs and tailored proposal templates
+• Sales enablement library & BD working sessions
+• Executive thought leadership content programme
+• KPI dashboard and governance
+Out of Scope
+• Course content development / instructional design
+• ARTC corporate website rebuild
+• CRM platform implementation
+• Pricing strategy review of training catalogue
+• Recruitment / org redesign of ARTC commercial team
+• Event sponsorships and exhibition execution
+
+Expected Outcomes
+Clear defensible position · 30 named accounts warmed · 5 priority accounts progressed to close · Repeatable B2B activation playbook owned by TSS BC · Compounding category authority for ARTC + SAPTCO leadership voices.
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+
+
+SECTION 2 · Project Overview
+TSS Business Consulting · ARTC Commercial Activation
+
+Stakeholders and Source-Statement Status
+
+| Stakeholder | Role | Project Contribution | Source / Status |
+| --- | --- | --- | --- |
+| TSS CEO | Executive Sponsor | Approve charter, phase gates and funding envelope. | Inferred from org context. |
+| ARTC General Manager | Business Owner | Own commercial outcomes; chair Steering Committee. | Inferred. |
+| ARTC Commercial Manager | Senior Stakeholder | Co-own positioning, account prioritisation, BD enablement. | Inferred. |
+| ARTC Sales Manager | Operational Owner – Convert | Own conversion of warm leads, working sessions with BC team. | Inferred. |
+| ARTC Training Manager | Subject-Matter Authority | Validate accreditation, technical credibility, course capability inputs. | Inferred. |
+| SAPTCO Group Senior (TBC) | Authority Voice – Elevate | One of three executive spokespersons for thought leadership. | Vendor proposal explicit; specific individual is a gap. |
+| TSS BC – Senior Section Head | Internal Delivery Owner | Programme leadership, methodology, quality assurance. | From organisational context. |
+| TSS BC – Business Analyst | Core Delivery | Research, segmentation, account intelligence, RAID, KPIs. | From organisational context. |
+| TSS BC – Marketing Specialist | Core Delivery | Campaign briefs, LinkedIn execution, content programme, performance reporting. | From context. |
+| TSS BC – Designer | Core Delivery | White papers, creatives, proposal templates, message-house visualisation. | From context. |
+| External Specialists (optional) | Selective Support | Paid-media buying, Arabic copyediting, niche research – only where internal capacity is short. | Recommendation. |
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+
+
+03
+
+Section
+Strategic Case
+Three-lens diagnostic – is ARTC known, loved, chosen – and the case for internal delivery.
+TSS Business Consulting · ARTC Commercial Activation · Internal Business Case
+
+
+
+SECTION 3 · Strategic Case
+TSS Business Consulting · ARTC Commercial Activation
+
+Diagnostic: Known · Loved · Chosen
+
+KNOWN
+LOVED
+CHOSEN
+Awareness & Salience
+Preference & Trust
+Market & Performance
+
+Mental availability is limited and undifferentiated. ARTC's most distinctive asset – the only commercialised RoSPA centre in KSA – is buried, not featured. Generalist breadth from a single Riyadh site is structurally hard to make memorable.
+Stated differentiators (practical, experienced, flexible, customised) are claims every competitor makes. SAPTCO's heritage does not yet translate into a distinct ARTC identity that modern enterprise buyers can articulate or repeat.
+Commercial motion is transactional: manual lead tracking, no formal account management, no buying-committee mapping, no expansion playbook. Retention happens but is not engineered, tracked or scaled.
+
+Strategic Opportunity
+Reposition ARTC as the specialist authority in road safety and transport-adjacent operational safety; build an Account-Based commercial motion against named priority accounts; activate executive authority to compound demand over time.
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+
+
+SECTION 3 · Strategic Case
+TSS Business Consulting · ARTC Commercial Activation
+
+Why Internal Delivery by TSS Business Consulting is Feasible
+
+| Rationale | Detail |
+| --- | --- |
+| Capability fit | TSS BC covers all four required skill bases: strategy & analysis (Section Head + BA), marketing activation (Marketing Specialist), and visual/content production (Designer). External vendors mainly add scale, not unique capability. |
+| Strategic IP retention | Internal delivery keeps the segmentation, positioning, account playbooks and message house inside SAPTCO Group, where they can be reused across ARTC and future TSS portfolio companies. |
+| Speed and access | Internal team has direct access to ARTC GM, Commercial, Sales, Training and SAPTCO senior voices without procurement cycles, vendor onboarding or NDAs. |
+| Cost discipline | Internal cost is a fraction of the vendor benchmark (SAR 870k+). Cash spend can be concentrated on paid media and selective specialist support. |
+| Cross-portfolio leverage | The activation playbook becomes a TSS Business Consulting asset usable for other group entities facing similar B2B activation challenges. |
+| Why leadership alignment is the critical enabler | All upside depends on TSS CEO + ARTC GM jointly endorsing the reframing from 'marketing campaign' to 'commercial activation programme', and committing the Commercial and Sales Managers' time to the Convert phase. |
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+
+
+04
+
+Section
+Methodology Overview
+PACE adapted for internal delivery: Position · Activate · Convert · Elevate.
+TSS Business Consulting · ARTC Commercial Activation · Internal Business Case
+
+
+
+SECTION 4 · Methodology Overview
+TSS Business Consulting · ARTC Commercial Activation
+
+Adapted PACE Framework for Internal Delivery
+
+P
+
+A
+
+C
+
+E
+POSITION
+ACTIVATE
+CONVERT
+ELEVATE
+Diagnose & Segment
+Generate Demand
+Close the Pipeline
+Authority Compounding
+
+Define defensible category; prioritise 3 sectors; produce Master Credential Document.
+3 white papers + 6 creatives + 3 LinkedIn ABM campaigns to ~30 named accounts.
+5 account narrative packs, 5 proposal templates, sales enablement library, BD working sessions.
+Message house live; 3 executive content programmes; page mgmt; paid amplification.
+
+Duration: ~5 weeks
+
+Duration: ~8 weeks
+
+Duration: ~8 weeks
+
+Duration: 6-month minimum
+Why PACE fits ARTC: B2B accredited training has few, considered, procurement-led buyers. PACE matches the sales cycle, the committee-led decision logic, and the compounding rhythm of category authority – exactly the conditions ARTC faces.
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+
+
+SECTION 4 · Methodology Overview
+TSS Business Consulting · ARTC Commercial Activation
+
+Phase Charter – Purpose, Key Questions & Exit Criteria
+
+| Phase | Purpose | Key Questions Answered | Internal Owner | Supporting Stakeholders | Duration | Dependencies | Exit Criteria |
+| --- | --- | --- | --- | --- | --- | --- | --- |
+| Position | Establish the strategic foundation everything else depends on. | Where can ARTC defensibly win? Which sectors? What is our message? Who are the buying committees? | Senior BC Section Head | ARTC GM, Commercial Mgr, Training Mgr, SAPTCO group input | ~5 wks | Phase 1 inputs gathered, vendor-style activities mapped to internal owners | Segmentation Report + Master Credential Document signed off by ARTC GM and TSS CEO. |
+| Activate | Convert positioning into qualified demand from named accounts. | Which 30 accounts? What content earns their attention? How do leads reach BD? | Marketing Specialist | BA, Designer, ARTC Commercial Mgr, Sales Mgr | ~8 wks | Approved positioning, message house, target account list, paid-media budget | ≥200 captured leads, 30 accounts identified as warmed, handoff process running. |
+| Convert | Equip ARTC BD to close priority accounts already in motion. | Who decides in each account? What does each role need to hear? What objections must we answer? | Senior BC Section Head | BA, Designer, ARTC Sales Mgr, Commercial Mgr | ~8 wks | Account intelligence, Phase 1 assets, BD team availability for working sessions | 5 account narrative packs + 5 proposal templates in use; ≥2 accounts at proposal stage. |
+| Elevate | Build sustained category authority that closes future deals before they start. | Whose voices? On what topics? At what cadence? Measured how? | Marketing Specialist | Designer, BA, 3 executive spokespersons, ARTC GM | 6 mo. min | Spokesperson selection, message house, paid envelope, KPI dashboard | 12-week content cadence running per spokesperson; monthly KPI review live. |
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+
+
+05
+
+Section
+Detailed Methodology Activities
+Activity-by-activity execution playbook for the internal delivery team.
+TSS Business Consulting · ARTC Commercial Activation · Internal Business Case
+
+
+
+SECTION 5 · Detailed Methodology Activities
+TSS Business Consulting · ARTC Commercial Activation
+
+Phase 1 — Position (Activities 1.1 to 1.3)
+
+Activity 1.1 · Leadership & Stakeholder Interviews
+| Field | Detail |
+| --- | --- |
+| Objective | Capture leadership intent, internal POV, constraints and unstated assumptions. |
+| Inputs | Stakeholder list; org chart; prior strategy decks; previous campaign results. |
+| Steps | 1) Build interview guide 2) Schedule 60-min interviews with GM, Commercial, Sales, Training, SAPTCO senior 3) Synthesise into thematic insights deck 4) Validation read-back. |
+| Responsible | Business Analyst |
+| Supporting | Senior BC Section Head (lead interviewer for GM/CEO) |
+| Tools/Techniques | Semi-structured interview guide; thematic coding; insight-evidence map. |
+| Output | Insights synthesis deck (15-20 pp); validated key themes. |
+| Quality Criteria | Each insight traceable to ≥2 interviews; explicit gaps marked. |
+| Effort | ~30 person-hours over 2 weeks |
+| Risks | Stakeholder availability slippage; over-reliance on internal POV without market data. |
+
+Activity 1.2 · Sector Intelligence & Quantification
+| Field | Detail |
+| --- | --- |
+| Objective | Quantify and prioritise candidate B2B sectors (e.g. giga-projects, logistics, government, industrial). |
+| Inputs | Public market data; Vision 2030 plans; Etimad tender history; ARTC pipeline; SAPTCO contacts. |
+| Steps | 1) Define longlist of 8-10 candidate sectors 2) Pull demand, regulation, accreditation, competition data per sector 3) Apply prioritisation matrix (size × win-rate × strategic fit) 4) Shortlist 3 priority sectors. |
+| Responsible | Business Analyst |
+| Supporting | Senior BC Section Head; Marketing Specialist (secondary research) |
+| Tools/Techniques | Sector sizing template; TAM-SAM-SOM logic; weighted prioritisation matrix. |
+| Output | Sector Intelligence Pack + Sector Prioritisation Matrix. |
+| Quality Criteria | Each sector quantified with size, growth, accreditation barriers, top buyers. |
+| Effort | ~50 person-hours over 2-3 weeks |
+| Risks | Sparse Saudi-specific data; over-precision on inherently rough numbers. |
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+Activity 1.3 · Competitive Positioning Audit
+| Field | Detail |
+| --- | --- |
+| Objective | Map competitive landscape and identify whitespace ARTC can credibly own. |
+| Inputs | Competitor websites, brochures, LinkedIn, accreditation registries, prior pitches. |
+| Steps | 1) Identify 8-12 competitors 2) Capture positioning, sectors, claims, accreditation, proof points 3) Map on 2x2 (specialisation × accreditation depth) 4) Identify whitespace. |
+| Responsible | Business Analyst |
+| Supporting | Marketing Specialist; Designer (mapping visuals) |
+| Tools/Techniques | Competitor matrix; positioning map (2x2); category-codes audit. |
+| Output | Competitive Positioning Audit (10-15 pp). |
+| Quality Criteria | Whitespace claim defensible against ≥3 named competitors. |
+| Effort | ~30 person-hours over 2 weeks |
+| Risks | Public competitor data may understate real positioning. |
+
+
+
+SECTION 5 · Detailed Methodology Activities
+TSS Business Consulting · ARTC Commercial Activation
+
+Phase 1 — Position (Activities 1.4 to 1.6)
+
+Activity 1.4 · Buying Behaviour Mapping by Sector
+| Field | Detail |
+| --- | --- |
+| Objective | Decode how each priority sector buys accredited training and who decides. |
+| Inputs | Stakeholder interviews; competitor case studies; ARTC sales history; expert calls. |
+| Steps | 1) For each sector, identify procurement route (framework, Etimad, vendor list, direct) 2) Map buying committee roles 3) Capture decision criteria 4) Build sector-level buying journey. |
+| Responsible | Business Analyst |
+| Supporting | ARTC Sales Mgr; Commercial Mgr (validation) |
+| Tools/Techniques | Buying-committee map; B2B journey template; jobs-to-be-done framing. |
+| Output | Buying Behaviour Pack per priority sector. |
+| Quality Criteria | Each sector has ≥4 committee roles with explicit decision criteria. |
+| Effort | ~25 person-hours |
+| Risks | Procurement nuance varies by entity; some routes (giga-projects) are opaque. |
+
+Activity 1.5 · Accreditation Portfolio Analysis
+| Field | Detail |
+| --- | --- |
+| Objective | Translate ARTC's accreditation stack (esp. RoSPA) into commercial value per sector. |
+| Inputs | ARTC accreditation register; Training Manager input; competitor accreditations. |
+| Steps | 1) List all ARTC accreditations and conditions 2) Match to procurement requirements per sector 3) Highlight RoSPA monopoly leverage points 4) Identify gaps and renewal risks. |
+| Responsible | Business Analyst |
+| Supporting | ARTC Training Manager (technical authority) |
+| Tools/Techniques | Accreditation-to-buyer-requirement crosswalk; gap analysis. |
+| Output | Accreditation Leverage Map. |
+| Quality Criteria | Each accreditation tagged to ≥1 sector use case. |
+| Effort | ~15 person-hours |
+| Risks | Renewal cycles and dependency on third parties may not be fully visible. |
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+Activity 1.6 · Positioning Workshop with ARTC Leadership
+| Field | Detail |
+| --- | --- |
+| Objective | Align ARTC + TSS leadership on positioning, sector priorities, and message house. |
+| Inputs | Outputs of activities 1.1–1.5; draft positioning options. |
+| Steps | 1) Run half-day workshop 2) Present 2-3 positioning options with trade-offs 3) Decide priority sectors 4) Stress-test message house against buying committees 5) Capture decisions and dissent. |
+| Responsible | Senior BC Section Head |
+| Supporting | BA, Marketing Specialist; ARTC GM, Commercial Mgr, Training Mgr, TSS CEO (sponsor) |
+| Tools/Techniques | Positioning options framework; message-house template; decision log. |
+| Output | Workshop deck; decision log; agreed positioning v0. |
+| Quality Criteria | Decisions signed by ARTC GM; dissenting views captured. |
+| Effort | ~20 person-hours (incl. prep) |
+| Risks | Decision deferral; over-fitting positioning to leadership preference vs market truth. |
+
+
+
+SECTION 5 · Detailed Methodology Activities
+TSS Business Consulting · ARTC Commercial Activation
+
+Phase 2 — Activate (Activities 2.1 to 2.3)
+
+Activity 2.1 · White Paper Development (3 sectors)
+| Field | Detail |
+| --- | --- |
+| Objective | Produce one authority white paper per priority sector to anchor demand generation. |
+| Inputs | Segmentation Report; Master Credential Document; Buying Behaviour Pack; expert input. |
+| Steps | 1) Build outline per sector 2) Draft narrative tied to sector pain + ARTC POV 3) Add data, case examples, RoSPA proof 4) Design and Arabic/English production. |
+| Responsible | Marketing Specialist |
+| Supporting | BA (research), Designer (layout), ARTC Training Mgr (technical review) |
+| Tools/Techniques | White paper template; SPIN-style problem framing; pull-quote design system. |
+| Output | 3 white papers (≈15-20 pp each, AR + EN). |
+| Quality Criteria | Each paper passes a technical review and a buying-committee read-aloud test. |
+| Effort | ~80 person-hours total over 4 weeks |
+| Risks | Production bottleneck on Designer; bilingual quality if Arabic copyediting is short. |
+
+Activity 2.2 · Creative Development & A/B Variants
+| Field | Detail |
+| --- | --- |
+| Objective | Develop 6 creatives (2 per sector) for paid social to test message resonance. |
+| Inputs | White paper key messages; brand guidelines; visual references. |
+| Steps | 1) Brief Designer per sector 2) Develop 2 variants (e.g. proof-led vs threat-led) 3) Test with internal sample 4) Finalise. |
+| Responsible | Designer |
+| Supporting | Marketing Specialist (briefing & approvals) |
+| Tools/Techniques | Creative brief template; A/B hypothesis log. |
+| Output | 6 finished creatives + source files. |
+| Quality Criteria | Each variant testable on a single hypothesis; brand-system compliant. |
+| Effort | ~40 person-hours |
+| Risks | Brand consistency drift; insufficient design iteration time. |
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+Activity 2.3 · LinkedIn ABM Campaign Setup
+| Field | Detail |
+| --- | --- |
+| Objective | Launch 3 LinkedIn Sponsored Content campaigns, each targeting ~10 named accounts. |
+| Inputs | Approved target account list (~30); creatives; white papers; landing pages or lead-gen forms. |
+| Steps | 1) Build account targeting per sector 2) Configure native lead-gen forms 3) Set bid strategy and budget tranches 4) Launch and monitor weekly. |
+| Responsible | Marketing Specialist |
+| Supporting | BA (account list), Designer (asset variants) |
+| Tools/Techniques | LinkedIn Campaign Manager; UTM taxonomy; weekly optimisation log. |
+| Output | 3 live campaigns + tracking dashboard. |
+| Quality Criteria | Reach ≥80% of named accounts; cost-per-lead within agreed range. |
+| Effort | ~30 person-hours setup + ongoing weekly time |
+| Risks | Budget too low to reach all accounts; LinkedIn ad approval delays for AR content. |
+
+
+
+SECTION 5 · Detailed Methodology Activities
+TSS Business Consulting · ARTC Commercial Activation
+
+Phase 2 — Activate (Activities 2.4 to 2.5)
+
+Activity 2.4 · Lead Capture & Manual Handoff to BD
+| Field | Detail |
+| --- | --- |
+| Objective | Ensure every captured lead reaches ARTC BD within 24 hours with sector context. |
+| Inputs | LinkedIn lead-gen form fields; agreed handoff template; BD contact ownership map. |
+| Steps | 1) Define lead qualification criteria (sector, role, account match) 2) Configure export 3) Build handoff template (lead + context) 4) Set daily check + escalation rule. |
+| Responsible | Marketing Specialist |
+| Supporting | ARTC Sales Manager (intake side); BA (process design) |
+| Tools/Techniques | Lead qualification matrix; SLA template; handoff log. |
+| Output | Documented lead handoff process + active log. |
+| Quality Criteria | 100% leads transferred within 24h; ≥70% have sector role data complete. |
+| Effort | ~15 person-hours setup + ongoing |
+| Risks | Manual process fragile; CRM gap means leads may not be tracked end-to-end. |
+
+Activity 2.5 · Campaign Monitoring, Optimisation & Reporting
+| Field | Detail |
+| --- | --- |
+| Objective | Improve campaign efficiency week over week and report performance to leadership. |
+| Inputs | Live campaign data; lead handoff log; account engagement signals. |
+| Steps | 1) Weekly optimisation review 2) Shift budget to best-performing variants 3) Refresh creatives at fatigue threshold 4) Bi-weekly leadership report. |
+| Responsible | Marketing Specialist |
+| Supporting | BA (analysis), Designer (creative refresh) |
+| Tools/Techniques | Performance dashboard; CTR/CPL benchmarking; account engagement heatmap. |
+| Output | Weekly optimisation log; bi-weekly performance report. |
+| Quality Criteria | Each decision tied to data; reports follow 'so what / now what' structure. |
+| Effort | Ongoing through phase |
+| Risks | Optimisation cycles too slow if leadership approvals are weekly+. |
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+
+
+SECTION 5 · Detailed Methodology Activities
+TSS Business Consulting · ARTC Commercial Activation
+
+Phase 3 — Convert (Activities 3.1 to 3.3)
+
+Activity 3.1 · Account Intelligence & Buying Committee Mapping (5 accounts)
+| Field | Detail |
+| --- | --- |
+| Objective | Build a deep dossier on each of 5 priority accounts and map their buying committees. |
+| Inputs | Phase 1 sector packs; ARTC pipeline; public sources; relationship intel from BD. |
+| Steps | 1) For each account, capture org, projects, regulatory posture, training spend signals 2) Map committee (Procurement, HSE/L&D, Operations, Exec Sponsor) 3) Validate with BD. |
+| Responsible | Business Analyst |
+| Supporting | ARTC Sales Mgr, Commercial Mgr |
+| Tools/Techniques | Account dossier template; buying-committee map; influence-mapping. |
+| Output | 5 account dossiers + 5 committee maps. |
+| Quality Criteria | Each account has ≥3 named contacts mapped to roles. |
+| Effort | ~45 person-hours total |
+| Risks | Account data sparse outside ARTC's relationship reach. |
+
+Activity 3.2 · Decision-Making-Unit Narratives (4 roles × 5 accounts)
+| Field | Detail |
+| --- | --- |
+| Objective | Craft a tailored narrative for each role in each priority account. |
+| Inputs | Account dossiers; message house; sector value propositions. |
+| Steps | 1) Per account, write 4 narratives (Procurement, HSE/L&D, Operations, Exec) 2) Tie each to role-specific 'what's in it for me' 3) Internal red-team review. |
+| Responsible | Senior BC Section Head |
+| Supporting | BA, Marketing Specialist, ARTC Sales Mgr (red team) |
+| Tools/Techniques | Role-narrative template; objection-handling pre-mapping. |
+| Output | 5 narrative packs × 4 role narratives = 20 narratives. |
+| Quality Criteria | Each narrative answers explicit role objective + top 2 objections. |
+| Effort | ~50 person-hours |
+| Risks | Generic copy that doesn't differentiate by role. |
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+Activity 3.3 · Tailored Proposal Architecture (5 templates)
+| Field | Detail |
+| --- | --- |
+| Objective | Produce proposal templates structured to Saudi procurement norms. |
+| Inputs | Account narratives; ARTC commercial T&Cs; sample winning proposals; Etimad format reqs. |
+| Steps | 1) Build modular template (separated technical + financial) 2) Adapt per account industry 3) Test usability with BD team. |
+| Responsible | Designer |
+| Supporting | Senior BC Section Head (structure), ARTC Commercial Mgr (commercial terms) |
+| Tools/Techniques | Modular proposal toolkit; section library; visual hierarchy system. |
+| Output | 5 tailored proposal templates (AR + EN). |
+| Quality Criteria | Reusable; BD can repurpose for future accounts with minor edits. |
+| Effort | ~40 person-hours |
+| Risks | Procurement format variation by entity; AR-EN production overhead. |
+
+
+
+SECTION 5 · Detailed Methodology Activities
+TSS Business Consulting · ARTC Commercial Activation
+
+Phase 3 — Convert (Activities 3.4 to 3.5)
+
+Activity 3.4 · Sales Talking Points & Objection Handling Library
+| Field | Detail |
+| --- | --- |
+| Objective | Equip BD with modular talking points and answers to the top 20 objections. |
+| Inputs | Narratives; Phase 1 message house; BD's lived experience of losses. |
+| Steps | 1) Compile objection longlist from BD + competitor research 2) Cluster top 20 3) Write 2-3 sentence response per objection 4) Format as a reusable library. |
+| Responsible | Senior BC Section Head |
+| Supporting | Marketing Specialist (formatting), ARTC Sales Mgr |
+| Tools/Techniques | Objection-handling matrix; battlecard template. |
+| Output | Sales enablement library (digital + print). |
+| Quality Criteria | Used in ≥3 live conversations within 30 days of release. |
+| Effort | ~25 person-hours |
+| Risks | Library becomes shelfware without active BD enablement. |
+
+Activity 3.5 · BD Working Sessions & Account-by-Account Close Support
+| Field | Detail |
+| --- | --- |
+| Objective | Operationalise narratives, proposals and library into live deal motion. |
+| Inputs | Phase 3 assets; live pipeline status. |
+| Steps | 1) Weekly working session with BD team 2) Walk through each priority account 3) Decide next move; refresh narrative if needed 4) Log decisions and outcomes. |
+| Responsible | Senior BC Section Head |
+| Supporting | BA (account intel updates), ARTC Sales Mgr (account owners) |
+| Tools/Techniques | Account war room; deal-stage tracker; win-loss capture. |
+| Output | Live account tracker; close-support log. |
+| Quality Criteria | ≥2 accounts at proposal stage by end of Phase 3. |
+| Effort | Ongoing through phase |
+| Risks | BD bandwidth; conversion rate dependent on factors outside the team's control. |
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+
+
+SECTION 5 · Detailed Methodology Activities
+TSS Business Consulting · ARTC Commercial Activation
+
+Phase 4 — Elevate (Activities 4.1 to 4.4)
+
+Activity 4.1 · Spokesperson Selection & Onboarding (3 voices)
+| Field | Detail |
+| --- | --- |
+| Objective | Select and onboard 3 executive voices: 1 senior commercial, 1 technical, 1 SAPTCO senior. |
+| Inputs | Master Credential Document; ARTC + SAPTCO leadership profiles; willingness to commit. |
+| Steps | 1) Shortlist candidates 2) Run 1:1 onboarding sessions 3) Agree topics, cadence, review process 4) Capture voice samples for ghostwriting. |
+| Responsible | Senior BC Section Head |
+| Supporting | ARTC GM, TSS CEO (executive endorsement) |
+| Tools/Techniques | Spokesperson brief; tone-of-voice capture interview; consent & review SLA. |
+| Output | 3 onboarded spokespersons + content plans. |
+| Quality Criteria | Each spokesperson signs off on tone, topics, and cadence in writing. |
+| Effort | ~20 person-hours |
+| Risks | Senior availability; reluctance to publish on LinkedIn. |
+
+Activity 4.2 · Ghostwritten Content Programme (12+ weeks)
+| Field | Detail |
+| --- | --- |
+| Objective | Produce 1–2 posts per spokesperson per week over a 12-week+ cadence. |
+| Inputs | Message house; spokesperson topics; current events; ARTC proof points. |
+| Steps | 1) Editorial calendar 2) Draft posts in spokesperson voice 3) Spokesperson review 4) Schedule & publish 5) Engagement monitoring. |
+| Responsible | Marketing Specialist |
+| Supporting | BA (research), Designer (post visuals), Spokespersons |
+| Tools/Techniques | Editorial calendar; post template library; engagement playbook. |
+| Output | ≥72 posts over 12 weeks across 3 voices. |
+| Quality Criteria | ≥80% on-cadence publication; spokesperson satisfaction rating ≥4/5. |
+| Effort | Ongoing weekly cycle |
+| Risks | Review bottleneck with senior spokespersons. |
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+Activity 4.3 · Paid Amplification & Page Management
+| Field | Detail |
+| --- | --- |
+| Objective | Amplify leader content to named-account audiences and run ARTC page consistently. |
+| Inputs | Spokesperson posts; ARTC page strategy; named account list; paid budget envelope. |
+| Steps | 1) Boost selected leader posts to ABM audiences 2) Run programmatic SEM + Google sponsored location ads on category authority terms 3) Maintain ARTC company-page editorial cadence 4) Cross-amplify between page and spokespersons. |
+| Responsible | Marketing Specialist |
+| Supporting | Designer; external paid-media specialist if needed |
+| Tools/Techniques | LinkedIn Campaign Manager; Google Ads; SEM keyword plan; engagement dashboard. |
+| Output | Live paid amplification programme + active company page. |
+| Quality Criteria | Named-account audience reach ≥70% per quarter. |
+| Effort | Ongoing |
+| Risks | Paid budget under-funding; SEM/SEO competing against larger spenders. |
+
+Activity 4.4 · Monthly Performance Review & Content Refinement
+| Field | Detail |
+| --- | --- |
+| Objective | Compound authority gains by refining content and amplification monthly. |
+| Inputs | Engagement data; lead capture from authority program; ARTC BD feedback. |
+| Steps | 1) Pull monthly KPIs 2) Identify best-performing topics 3) Adjust calendar 4) Report to ARTC GM and TSS CEO. |
+| Responsible | Marketing Specialist |
+| Supporting | BA (analytics), Senior BC Section Head (executive narrative) |
+| Tools/Techniques | KPI dashboard; content performance matrix; monthly memo template. |
+| Output | Monthly performance memo; refreshed editorial calendar. |
+| Quality Criteria | Each refinement traceable to specific data signal. |
+| Effort | Monthly cadence |
+| Risks | Authority gains take quarters not weeks – leadership patience required. |
+
+
+
+06
+
+Section
+Work Breakdown Structure
+Five-level WBS – Project, Phases, Activities, Subtasks, Outputs.
+TSS Business Consulting · ARTC Commercial Activation · Internal Business Case
+
+
+
+SECTION 6 · Work Breakdown Structure
+TSS Business Consulting · ARTC Commercial Activation
+
+WBS Hierarchy (Level 1–3)
+
+L1 · ARTC Commercial Activation Programme
+
+1. Position
+
+2. Activate
+
+3. Convert
+
+4. Elevate
+
+1.1 Interviews
+
+2.1 White Papers
+
+3.1 Account Intel
+
+4.1 Spokespersons
+
+1.2 Sector Intel
+
+2.2 Creatives
+
+3.2 DMU Narratives
+
+4.2 Content Prog
+
+1.3 Comp Audit
+
+2.3 ABM Setup
+
+3.3 Proposals
+
+4.3 Paid Amp
+
+1.4 Buying Maps
+
+2.4 Lead Handoff
+
+3.4 Objection Lib
+
+4.4 Monthly Review
+
+1.5 Accred. Map
+
+2.5 Monitoring
+
+3.5 BD Working
+
+1.6 Workshop
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+
+
+SECTION 6 · Work Breakdown Structure
+TSS Business Consulting · ARTC Commercial Activation
+
+Phase 1 – Position : Subtasks & Outputs
+
+| WBS ID | Subtask | Responsible | Supporting | Input | Tool/Technique | Output | Effort (h) | Dependency |
+| --- | --- | --- | --- | --- | --- | --- | --- | --- |
+| 1.1.1 | Draft interview guide | BA | Sec. Head | Stakeholder list | Semi-structured guide | Interview guide v1 | 6 | — |
+| 1.1.2 | Conduct 6+ stakeholder interviews | Sec. Head | BA | Calendar; guide | Thematic interviews | Interview notes | 18 | 1.1.1 |
+| 1.1.3 | Synthesise themes & insights | BA | Sec. Head | Interview notes | Thematic coding | Insights deck | 10 | 1.1.2 |
+| 1.2.1 | Build sector longlist & data pull | BA | Mktg Spec. | Public data sources | Sector sizing template | Sector data pack | 20 | 1.1.3 |
+| 1.2.2 | Apply prioritisation matrix | Sec. Head | BA | Sector data pack | Weighted matrix | Prioritisation matrix | 8 | 1.2.1 |
+| 1.3.1 | Competitor data capture | BA | Mktg Spec. | Competitor list | Competitor matrix | Competitor profiles | 16 | 1.2.2 |
+| 1.3.2 | Build positioning map (2x2) | Sec. Head | Designer | Competitor profiles | Positioning map | Audit deck | 8 | 1.3.1 |
+| 1.4.1 | Map buying committees per sector | BA | ARTC Sales Mgr | Sector packs | Buying committee map | Sector buying maps | 16 | 1.2.2 |
+| 1.5.1 | Accreditation crosswalk | BA | Training Mgr | Accreditation register | Crosswalk template | Leverage map | 10 | 1.4.1 |
+| 1.6.1 | Run positioning workshop | Sec. Head | All BC team | Activities 1.1–1.5 outputs | Workshop facilitation | Decision log | 12 | All Phase 1 |
+| 1.6.2 | Draft Master Credential Document | Sec. Head | Designer; Mktg Spec. | Workshop output | Master credential template | MCD v1 (AR/EN) | 30 | 1.6.1 |
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+
+
+SECTION 6 · Work Breakdown Structure
+TSS Business Consulting · ARTC Commercial Activation
+
+Phase 2 – Activate : Subtasks & Outputs
+
+| WBS ID | Subtask | Responsible | Supporting | Input | Tool/Technique | Output | Effort (h) | Dependency |
+| --- | --- | --- | --- | --- | --- | --- | --- | --- |
+| 2.1.1 | White paper outlines (3) | Mktg Spec. | BA | MCD; sector packs | WP outline template | 3 outlines | 10 | Phase 1 |
+| 2.1.2 | Write white paper drafts (3) | Mktg Spec. | BA | Outlines + research | SPIN-style narrative | 3 drafts | 40 | 2.1.1 |
+| 2.1.3 | Design & bilingual production | Designer | Mktg Spec. | Final drafts | WP design system | 3 finished WPs | 30 | 2.1.2 |
+| 2.2.1 | Creative brief per sector | Mktg Spec. | Designer | White paper messages | Creative brief template | 3 briefs | 6 | 2.1.2 |
+| 2.2.2 | Develop 2 variants per sector | Designer | Mktg Spec. | Creative briefs | A/B variant design | 6 creatives | 30 | 2.2.1 |
+| 2.3.1 | Build target account list (~30) | BA | ARTC Commercial Mgr | Sector + buying maps | ABM account selection | Target account list | 12 | Phase 1 |
+| 2.3.2 | Configure LinkedIn campaigns | Mktg Spec. | Designer | Creatives; account list | LinkedIn Campaign Mgr | 3 live campaigns | 16 | 2.3.1, 2.2.2 |
+| 2.3.3 | Set up lead-gen forms & UTM | Mktg Spec. | BA | Campaigns | Lead form template; UTM map | Lead capture config | 6 | 2.3.2 |
+| 2.4.1 | Define lead qualification + handoff | BA | ARTC Sales Mgr | Lead form fields | Qualification matrix | Handoff SOP | 8 | 2.3.3 |
+| 2.4.2 | Daily lead transfer to BD | Mktg Spec. | ARTC Sales Mgr | Lead exports | Handoff template | Lead handoff log | Ongoing | 2.4.1 |
+| 2.5.1 | Weekly optimisation review | Mktg Spec. | BA | Campaign data | Performance dashboard | Optimisation log | Ongoing | 2.3.2 |
+| 2.5.2 | Bi-weekly performance report | Mktg Spec. | Sec. Head | Dashboard + log | Report template | Perf. report | Bi-weekly | 2.5.1 |
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+
+
+SECTION 6 · Work Breakdown Structure
+TSS Business Consulting · ARTC Commercial Activation
+
+Phase 3 – Convert : Subtasks & Outputs
+
+| WBS ID | Subtask | Responsible | Supporting | Input | Tool/Technique | Output | Effort (h) | Dependency |
+| --- | --- | --- | --- | --- | --- | --- | --- | --- |
+| 3.1.1 | Build account dossier (×5) | BA | ARTC Sales Mgr | Public sources + BD intel | Account dossier template | 5 dossiers | 30 | Phase 1+2 |
+| 3.1.2 | Map buying committee (×5) | BA | Sales Mgr | Dossier inputs | Committee map | 5 committee maps | 15 | 3.1.1 |
+| 3.2.1 | Draft 4 role narratives (×5 accts) | Sec. Head | Mktg Spec. | Committee maps; MCD | Role-narrative template | 20 narratives | 40 | 3.1.2 |
+| 3.2.2 | Red-team review with BD | Sec. Head | Sales Mgr | Narratives | Red-team workshop | Refined narratives | 10 | 3.2.1 |
+| 3.3.1 | Build modular proposal template | Designer | Sec. Head | Procurement formats | Modular template | Master template | 20 | Phase 1 |
+| 3.3.2 | Adapt template per account (×5) | Designer | Mktg Spec. | Narratives + master | Adaptation toolkit | 5 templates | 20 | 3.3.1, 3.2.2 |
+| 3.4.1 | Compile objection longlist | BA | Sales Mgr | BD experience | Objection matrix | Objection longlist | 10 | — |
+| 3.4.2 | Write top-20 objection responses | Sec. Head | Mktg Spec. | Longlist + MCD | Battlecard format | Battlecard library | 15 | 3.4.1 |
+| 3.5.1 | Weekly BD working session | Sec. Head | BA, Sales Mgr | Live pipeline | Account war-room format | Decisions log | Ongoing | 3.2.2 |
+| 3.5.2 | Close-support per account | Sec. Head | Mktg Spec., Sales Mgr | Pipeline status | Deal-stage tracker | Updated tracker | Ongoing | 3.5.1 |
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+
+
+SECTION 6 · Work Breakdown Structure
+TSS Business Consulting · ARTC Commercial Activation
+
+Phase 4 – Elevate : Subtasks & Outputs
+
+| WBS ID | Subtask | Responsible | Supporting | Input | Tool/Technique | Output | Effort (h) | Dependency |
+| --- | --- | --- | --- | --- | --- | --- | --- | --- |
+| 4.1.1 | Shortlist + onboard 3 spokespersons | Sec. Head | ARTC GM | Leadership pool | Spokesperson brief | 3 onboarded | 20 | Phase 1 |
+| 4.2.1 | 12-week editorial calendar | Mktg Spec. | BA | Topics, events | Editorial calendar | Calendar v1 | 10 | 4.1.1 |
+| 4.2.2 | Ghostwrite posts (1–2 / spkr / wk) | Mktg Spec. | BA | Calendar | Voice templates | ≥72 posts | Ongoing | 4.2.1 |
+| 4.2.3 | Post review + approval cycle | Spokespersons | Mktg Spec. | Drafts | SLA review process | Approved posts | Ongoing | 4.2.2 |
+| 4.3.1 | ARTC LinkedIn page content cadence | Mktg Spec. | Designer | Brand system | Page editorial plan | Page activity | Ongoing | Phase 1 |
+| 4.3.2 | Paid amplification (LinkedIn + Google) | Mktg Spec. | Designer | Posts; SEM plan | LinkedIn/Google Ads | Paid campaigns | Ongoing | 4.3.1 |
+| 4.4.1 | Monthly KPI pull & analysis | BA | Mktg Spec. | Platform data | KPI dashboard | Monthly memo | Monthly | 4.3.2 |
+| 4.4.2 | Quarterly authority review | Sec. Head | ARTC GM, TSS CEO | Monthly memos | Authority review deck | Quarterly deck | Quarterly | 4.4.1 |
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+
+
+07
+
+Section
+Consulting Tools & Techniques
+What tools, when, by whom, how, and what they feed into next.
+TSS Business Consulting · ARTC Commercial Activation · Internal Business Case
+
+
+
+SECTION 7 · Consulting Tools & Techniques
+TSS Business Consulting · ARTC Commercial Activation
+
+Tools for Phase 1 – Position
+
+| Tool / Technique | What it is | Why needed | When / Who | How (step-by-step, condensed) | Output → next use |
+| --- | --- | --- | --- | --- | --- |
+| Stakeholder interview guide | Semi-structured guide covering strategy, market view, customers, pain, gaps. | Capture leadership intent and identify gaps efficiently. | Phase 1 / BA + Section Head | 1) List themes 2) Draft 8–10 open Qs/theme 3) Pilot with 1 stakeholder 4) Refine 5) Use across all interviews. | Themes feed sector + positioning. |
+| Leadership alignment workshop | Half-day facilitated workshop with ARTC + TSS leadership. | Convert analysis into binding decisions on positioning & sectors. | End of Phase 1 / Section Head | 1) Pre-read pack 2) Walk-through 3) Options & trade-offs 4) Decisions 5) Dissent capture 6) Decision log. | Approved positioning → MCD. |
+| Market segmentation | Splitting B2B safety training market into homogeneous, addressable segments. | Stop competing as a generalist; focus on winnable sectors. | Phase 1 / BA | 1) Define segmentation axes 2) Cluster buyers 3) Test for size/access/fit 4) Validate with stakeholders. | Sector list → prioritisation matrix. |
+| Sector prioritisation matrix | Weighted matrix scoring sectors on size × growth × win-rate × strategic fit. | Force a defensible choice of 3 priority sectors. | Phase 1 / Section Head | 1) Define criteria & weights 2) Score each sector 3) Sensitivity test 4) Confirm in workshop. | Top 3 sectors → all downstream. |
+| TAM / SAM / SOM logic | Total / Serviceable / Obtainable market sizing per sector. | Quantify opportunity at sector level and justify focus. | Phase 1 / BA | 1) Bottom-up & top-down 2) Triangulate 3) State assumptions 4) Mark confidence. | Inputs to business case + sector packs. |
+| Competitive positioning audit | Systematic capture of competitors' claims, sectors, accreditations, proof. | Find defensible whitespace and avoid me-too positioning. | Phase 1 / BA + Designer | 1) Competitor longlist 2) Capture matrix 3) 2×2 map 4) Identify whitespace. | Whitespace → positioning workshop. |
+| Value proposition canvas (per sector) | Maps customer jobs/pains/gains to ARTC's pain-relievers and gain-creators. | Ensure value prop speaks to sector-specific reality, not generic HSE. | Phase 1 / Section Head | 1) Per sector, list jobs/pains/gains 2) Match to ARTC offering 3) Validate with BD. | Feeds white paper + narratives. |
+| Message house | Master messaging architecture: core idea, pillars, proof points. | Ensure every channel speaks one coherent story. | Phase 1 / Section Head + Mktg Spec | 1) Define core idea 2) 3 pillars 3) Proof per pillar 4) Sector tailoring. | Spine for Phase 2 + Phase 4. |
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+
+
+SECTION 7 · Consulting Tools & Techniques
+TSS Business Consulting · ARTC Commercial Activation
+
+Tools for Phase 2 – Activate
+
+| Tool / Technique | What it is | Why needed | When / Who | How (step-by-step, condensed) | Output → next use |
+| --- | --- | --- | --- | --- | --- |
+| ABM account selection | Methodology to select named target accounts per sector. | Move from broadcast to procurement-led targeting. | Phase 2 / BA + Commercial Mgr | 1) Ideal account profile 2) Longlist 3) Score on fit + intent + access 4) Confirm ~30 accounts. | Target list → LinkedIn campaigns + Phase 3 narratives. |
+| Persona development | Profiles of key roles in buying committee per sector. | Sharpen content and targeting precision. | Phase 2 / BA + Mktg Spec | 1) Define 3–4 personas/sector 2) Goals, pains, channels 3) Validate with BD. | Briefs LinkedIn campaigns + narratives. |
+| Customer journey mapping | End-to-end view from awareness to decision per sector. | Identify channel + content needs per stage. | Phase 2 / BA | 1) Map stages 2) Capture actions, content, owners 3) Find gaps. | Refines campaign + handoff design. |
+| White paper structure | Authority document anatomy: problem, evidence, POV, framework, action. | Anchor demand on substance, not slogans. | Phase 2 / Mktg Spec + Designer | 1) Outline 2) Draft 3) Technical review 4) Design 5) Bilingual production. | Lead magnet + thought-leadership reuse. |
+| Creative brief & A/B framework | Brief that defines audience, message, hypothesis, success metric. | Test message resonance with real spend. | Phase 2 / Mktg Spec → Designer | 1) State hypothesis per variant 2) Define success metric 3) Brief Designer 4) Run + measure. | Learnings feed Phase 4. |
+| LinkedIn campaign planning | Account targeting, bidding, lead-gen forms, UTM. | Operationalise paid execution against named accounts. | Phase 2 / Mktg Spec | 1) Build audiences 2) Allocate budget 3) Setup forms + UTM 4) Launch 5) Weekly optimise. | Generates leads & engagement data. |
+| Lead qualification matrix | Criteria for what counts as a qualified lead (BANT / role + sector fit). | Stop sending BD low-quality leads. | Phase 2 / BA | 1) Agree criteria with BD 2) Scorecard 3) Apply pre-handoff. | Feeds handoff process. |
+| Campaign brief & content calendar | Single source for what runs, when, where, why. | Coordination across BA, Mktg, Designer, BD. | Phase 2 / Mktg Spec | 1) Brief per campaign 2) Calendar across sectors 3) Weekly review. | Operates Phase 2 + Phase 4. |
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+
+
+SECTION 7 · Consulting Tools & Techniques
+TSS Business Consulting · ARTC Commercial Activation
+
+Tools for Phase 3 – Convert & Phase 4 – Elevate
+
+| Tool / Technique | What it is | Why needed | When / Who | How (step-by-step, condensed) | Output → next use |
+| --- | --- | --- | --- | --- | --- |
+| Buying committee mapping | Identifying and characterising roles that decide on each account. | Win committees, not individuals. | Phase 3 / BA + Sales Mgr | 1) Per account, identify roles 2) Influence 3) Pain 4) Win criteria. | Drives DMU narratives + proposals. |
+| DMU role-narrative template | Standard format for each role narrative (objective, pain, claim, proof, ask). | Make narratives executable, not essays. | Phase 3 / Section Head + Mktg Spec | 1) Per role, fill template 2) Red-team 3) Refine. | Feeds proposals + battlecards. |
+| Proposal template development | Modular AR/EN proposal with separated technical & financial sections. | Match Saudi procurement norms; scale to future accounts. | Phase 3 / Designer + Section Head | 1) Define modules 2) Standard sections 3) Style + AR layout 4) Test with BD. | Reusable proposal engine. |
+| Objection handling library | Top-20 objections with crisp 2–3 sentence responses. | Equip BD for live conversations. | Phase 3 / Section Head | 1) Mine BD experience 2) Cluster 3) Write responses 4) Test in roleplay. | Sales enablement library. |
+| Sales funnel analysis | Stage-by-stage view of pipeline with conversion + cycle time. | Diagnose where deals stall and intervene. | Phase 3+4 / BA + Sales Mgr | 1) Define stages 2) Snapshot pipeline 3) Compute conversion 4) Diagnose stalls. | Targets close-support effort. |
+| Spokesperson programme brief | Per-spokesperson plan: voice, topics, cadence, review SLA. | Make authority programme sustainable. | Phase 4 / Section Head | 1) Interview spokesperson 2) Topics matrix 3) Cadence agreement 4) Sign-off. | Powers ghostwriting cycle. |
+| KPI dashboard | Single dashboard for campaign, lead, pipeline, authority metrics. | Make performance visible and decisions evidence-based. | All phases / BA | 1) Define metrics 2) Sources 3) Build 4) Refresh on cadence. | Feeds governance forums. |
+| Benefits realisation plan | Schedule of when benefits land vs cost incurred. | Hold project accountable beyond go-live. | Phase 4 / Section Head | 1) Define benefits 2) Owners 3) Trigger dates 4) Tracking cadence. | Used in post-project review. |
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+
+
+SECTION 7 · Consulting Tools & Techniques
+TSS Business Consulting · ARTC Commercial Activation
+
+Cross-Cutting Project Management Tools
+
+| Tool / Technique | What it is | Why needed | When / Who | How (step-by-step, condensed) | Output → next use |
+| --- | --- | --- | --- | --- | --- |
+| RACI matrix | Roles vs activities mapping (Responsible/Accountable/Consulted/Informed). | Eliminate ambiguity on ownership. | Set in kickoff / Section Head | 1) List activities 2) Assign roles 3) Test for single A per row 4) Approve. | Used in every governance forum. |
+| Risk register | Living log of risks with likelihood, impact, mitigation, owner. | Make risks visible and managed, not ignored. | Weekly / BA owns | 1) Identify 2) Score 3) Mitigate 4) Review weekly 5) Close. | Feeds Steering Committee. |
+| RAID log | Risks, Assumptions, Issues, Dependencies in one place. | Single source of truth for governance. | Weekly / BA | 1) Capture in working session 2) Update before SteerCo 3) Track to close. | Standing SteerCo item. |
+| Decision log | Record of decisions, owners, date, rationale, dissent. | Avoid revisiting decisions; create audit trail. | Per workshop / Section Head | 1) Capture decisions live 2) Confirm wording 3) Circulate. | Reference for charter & change control. |
+| Governance cadence | Weekly working, bi-weekly leadership, phase-gate reviews. | Match cadence to decision speed required. | From kickoff / Section Head | 1) Set forums 2) Standing agendas 3) Materials template. | Operating rhythm of the project. |
+| Stakeholder map | Power × interest map of stakeholders + comms plan per quadrant. | Manage engagement proportionate to influence. | Phase 1 / BA + Section Head | 1) List stakeholders 2) Score 3) Place on map 4) Comms cadence. | Drives communications plan. |
+| Change control | Lightweight log of scope/timeline/cost changes with approver. | Avoid scope creep without governance. | From kickoff / Section Head | 1) Submit change 2) Assess impact 3) Decide 4) Communicate. | Steering Committee artefact. |
+| Benefits realisation plan | Time-phased view of when benefits accrue and how they are measured. | Connect project to business value. | Phase 4 / Section Head + ARTC Commercial Mgr | 1) Define benefits 2) Baselines 3) Track 4) Report quarterly. | Closes the loop after project. |
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+
+
+08
+
+Section
+Project Deliverables Register
+Every deliverable, its owner, contributors, format, reviewers, and completion criteria.
+TSS Business Consulting · ARTC Commercial Activation · Internal Business Case
+
+
+
+SECTION 8 · Project Deliverables Register
+TSS Business Consulting · ARTC Commercial Activation
+
+Project Management Deliverables
+
+| Deliverable | Description | Phase | Owner | Contributors | Input | Format | Reviewer | Approver | Completion Criteria |
+| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
+| Project Charter | Formal definition of scope, objectives, governance, success. | PM | Sec. Head | BA | Business case | PDF | ARTC GM | TSS CEO | Signed by sponsor & business owner. |
+| Stakeholder map | Power×interest map and comms plan. | Ph 1 | BA | Sec. Head | Interviews | Excel/PDF | Sec. Head | ARTC GM | All key stakeholders placed; comms cadence defined. |
+| RACI matrix | Roles vs activities & deliverables. | PM | Sec. Head | All BC | WBS | Excel | ARTC GM | TSS CEO | Single A per row; reviewed in kickoff. |
+| RAID log | Risks, assumptions, issues, dependencies. | PM | BA | All BC | Live working | Excel | Sec. Head | ARTC GM | Updated weekly; standing SteerCo item. |
+| Decision log | All major decisions with owner & date. | PM | BA | Sec. Head | Workshops | Excel/Conf. | Sec. Head | ARTC GM | Live throughout project; reviewed at gates. |
+| KPI dashboard | Project & commercial KPIs in one view. | PM | BA | Mktg Spec. | Platform data | Dashboard | Sec. Head | ARTC GM | Refreshed weekly (Ph2+); monthly (Ph4). |
+| Weekly status report | Progress, risks, decisions needed. | PM | Sec. Head | BA | Working sessions | PDF/Memo | ARTC GM | TSS CEO (I) | Sent every Monday; SteerCo input. |
+| Phase-gate review pack | Closure pack per phase with exit-criteria evidence. | Per phase | Sec. Head | All BC | Phase outputs | PPT | ARTC GM | TSS CEO | Each exit criterion evidenced; gate decision recorded. |
+| Change control log | Tracked changes to scope, timeline, cost. | PM | Sec. Head | BA | Change requests | Excel | ARTC GM | TSS CEO | All changes assessed & decided ≤5 working days. |
+| Close-out report | Outcomes vs business case; lessons; benefits plan. | Close | Sec. Head | BA, Mktg Spec. | All artefacts | PPT/PDF | ARTC GM | TSS CEO | Includes signed-off benefits realisation plan. |
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+
+
+SECTION 8 · Project Deliverables Register
+TSS Business Consulting · ARTC Commercial Activation
+
+Phase 1 – Position : Business Deliverables
+
+| Deliverable | Description | Phase | Owner | Contributors | Input | Format | Reviewer | Approver | Completion Criteria |
+| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
+| Interview guide | Semi-structured guide for leadership interviews. | 1 | BA | Sec. Head | Themes | Doc | Sec. Head | Sec. Head | Piloted before full use. |
+| Insights synthesis deck | Themed insights from interviews. | 1 | BA | Sec. Head | Interview notes | PPT | Sec. Head | ARTC GM | ≥2 sources per insight; gaps marked. |
+| Sector intelligence pack | Quantified data per candidate sector. | 1 | BA | Mktg Spec. | Public + ARTC data | PPT | Sec. Head | ARTC GM | Each sector quantified on size/growth/access. |
+| Sector prioritisation matrix | Weighted shortlist of 3 priority sectors. | 1 | Sec. Head | BA | Sector pack | Excel/PPT | ARTC GM | TSS CEO | Top 3 ratified in workshop. |
+| Competitive positioning audit | Competitor mapping + whitespace. | 1 | BA | Designer | Competitor data | PPT | Sec. Head | ARTC GM | Whitespace defensible vs ≥3 named competitors. |
+| Buying behaviour packs | Decision journey + committee per priority sector. | 1 | BA | Sales Mgr | Interviews + research | PPT | Sec. Head | ARTC GM | ≥4 committee roles mapped per sector. |
+| Accreditation leverage map | Accreditations matched to sector requirements. | 1 | BA | Training Mgr | Accreditation register | Excel/PPT | Training Mgr | ARTC GM | Each accreditation tagged to ≥1 sector. |
+| Positioning statement (ARTC) | One-line position + supporting paragraph. | 1 | Sec. Head | Mktg Spec. | Workshop output | Doc | ARTC GM | TSS CEO | Signed in workshop decision log. |
+| Sector value propositions (×3) | Tailored value proposition per priority sector. | 1 | Sec. Head | BA | VP canvas | Doc | ARTC GM | ARTC GM | Each value prop tied to buying committee. |
+| Message house | Core idea + pillars + proof + sector tailoring. | 1 | Sec. Head | Mktg Spec. | VP + insights | PPT | ARTC GM | ARTC GM | Approved by GM; usable across channels. |
+| Buying committee playbook | How to engage each role in each sector. | 1 | BA | Sales Mgr | Buying packs | PPT/Doc | Sec. Head | ARTC GM | BD validates usability. |
+| Master Credential Document | AR+EN, ≤25pp: position, VPs, message house, target accounts. | 1 | Sec. Head | Designer | All Phase 1 | PDF (AR/EN) | ARTC GM | TSS CEO | Both language versions signed off. |
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+
+
+SECTION 8 · Project Deliverables Register
+TSS Business Consulting · ARTC Commercial Activation
+
+Phase 2 – Activate : Business Deliverables
+
+| Deliverable | Description | Phase | Owner | Contributors | Input | Format | Reviewer | Approver | Completion Criteria |
+| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
+| Target account list (~30) | Named accounts across 3 sectors with rationale. | 2 | BA | Commercial Mgr | Sector + buying maps | Excel | Sec. Head | ARTC GM | Named, scored, sector-tagged; approved by GM. |
+| White paper briefs (×3) | Outline + key messages + research plan. | 2 | Mktg Spec. | BA | MCD + sector packs | Doc | Sec. Head | Sec. Head | Approved before draft. |
+| White papers (×3) | AR+EN authority papers ~15-20pp each. | 2 | Mktg Spec. | Designer, Training Mgr | Briefs + research | PDF (AR/EN) | Sec. Head | ARTC GM | Technical & language review passed. |
+| Creative briefs (×3) | Per-sector creative brief incl. A/B hypothesis. | 2 | Mktg Spec. | Designer | White papers | Doc | Sec. Head | Sec. Head | Hypothesis testable in market. |
+| Creatives (×6) | 2 variants per sector ready for LinkedIn. | 2 | Designer | Mktg Spec. | Briefs | PNG/PSD | Mktg Spec. | Sec. Head | Brand-system compliant. |
+| LinkedIn campaigns (×3) | Live ABM campaigns per sector. | 2 | Mktg Spec. | Designer | Account list + creatives | Platform | Sec. Head | ARTC GM | Reach ≥80% of named accounts. |
+| Lead capture & handoff process | Process from form fill to BD ownership. | 2 | BA | Mktg Spec., Sales Mgr | Form fields | Doc/SOP | Sales Mgr | ARTC GM | 100% leads handed off in 24h. |
+| Campaign performance dashboard | Weekly KPIs on reach, leads, accounts engaged. | 2 | Mktg Spec. | BA | Platform data | Dashboard | Sec. Head | ARTC GM | Live weekly; bi-weekly to leadership. |
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+
+
+SECTION 8 · Project Deliverables Register
+TSS Business Consulting · ARTC Commercial Activation
+
+Phase 3 – Convert : Business Deliverables
+
+| Deliverable | Description | Phase | Owner | Contributors | Input | Format | Reviewer | Approver | Completion Criteria |
+| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
+| Account dossiers (×5) | Deep dossier per priority account. | 3 | BA | Sales Mgr | Public + intel | PPT | Sec. Head | Commercial Mgr | ≥3 named contacts mapped. |
+| Buying committee maps (×5) | Committee roles + influence per account. | 3 | BA | Sales Mgr | Dossiers | PPT | Sec. Head | Commercial Mgr | Approved by BD. |
+| DMU narrative packs (×5) | 4 role narratives per account = 20 total. | 3 | Sec. Head | Mktg Spec. | Committee maps + MCD | PPT | Commercial Mgr | ARTC GM | Red-teamed; each narrative has role objective + 2 objections handled. |
+| Tailored proposal templates (×5) | AR+EN modular templates per account. | 3 | Designer | Sec. Head | Master template + narratives | PPT/PDF | Commercial Mgr | ARTC GM | Reusable for future accounts. |
+| Sales enablement library | Battlecards + objection responses + talking points. | 3 | Sec. Head | Mktg Spec. | Top-20 objections | Conf./PDF | Sales Mgr | ARTC GM | Used in ≥3 live deals within 30 days. |
+| Account war-room tracker | Live status of 5 accounts with next moves. | 3 | BA | Sales Mgr | BD inputs | Excel/Tool | Sec. Head | Commercial Mgr | Updated weekly with decisions. |
+| Win-loss capture template | Standard format to capture deal outcomes. | 3 | BA | Sec. Head | Deal closure | Doc | Sec. Head | Commercial Mgr | Used on every closed deal. |
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+
+
+SECTION 8 · Project Deliverables Register
+TSS Business Consulting · ARTC Commercial Activation
+
+Phase 4 – Elevate : Business Deliverables
+
+| Deliverable | Description | Phase | Owner | Contributors | Input | Format | Reviewer | Approver | Completion Criteria |
+| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
+| Spokesperson briefs (×3) | Voice, topics, cadence, review SLA. | 4 | Sec. Head | Mktg Spec. | Onboarding interviews | Doc | ARTC GM | TSS CEO | Signed by each spokesperson. |
+| Editorial calendar (12 wk+) | Topic + spokesperson + format + date. | 4 | Mktg Spec. | BA | Briefs | Excel | Sec. Head | ARTC GM | Reviewed monthly. |
+| Ghostwritten post library | Ongoing pool of posts per spokesperson. | 4 | Mktg Spec. | BA, Designer | Calendar | Doc/Asset | Spokespersons | Spokespersons | ≥80% on-cadence publication. |
+| ARTC LinkedIn page plan | Content strategy + posting cadence + KPIs. | 4 | Mktg Spec. | Designer | Message house | Doc | Sec. Head | ARTC GM | Live monthly review. |
+| Paid amplification plan | LinkedIn Sponsored + Google SEM + location ads. | 4 | Mktg Spec. | Designer | Posts + budget | Doc/Platform | Sec. Head | ARTC GM | Named-account reach ≥70% / quarter. |
+| Monthly performance memo | KPIs + recommendations. | 4 | Mktg Spec. | BA | Dashboard | Memo/PDF | Sec. Head | ARTC GM | Each recommendation tied to data. |
+| Quarterly authority review | Compounding view of authority gains. | 4 | Sec. Head | BA, Mktg Spec. | Monthly memos | PPT | ARTC GM | TSS CEO | Linked to benefits realisation plan. |
+| Benefits realisation plan | When benefits land; how measured; owners. | 4 | Sec. Head | Commercial Mgr | Business case | Excel/PPT | ARTC GM | TSS CEO | Approved at Phase 3 exit; tracked quarterly. |
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+
+
+09
+
+Section
+Project Plan & Timeline
+Roadmap, week-by-week plan, milestones, dependencies, and critical path.
+TSS Business Consulting · ARTC Commercial Activation · Internal Business Case
+
+
+
+SECTION 9 · Project Plan & Timeline
+TSS Business Consulting · ARTC Commercial Activation
+
+High-Level Roadmap (Weeks 1–32) – Internal Delivery
+Phase / Workstream
+W1
+W5
+W9
+W13
+W17
+W21
+W25
+W29
+W32
+
+Foundation
+Phase 1 – Position
+
+Demand
+Phase 2 – Activate
+
+Close
+Phase 3 – Convert
+
+Authority
+Phase 4 – Elevate (start in parallel)
+
+Mobilisation & Kickoff
+
+Phase Gates (G1/G2/G3/G4)
+Steering Committee (bi-weekly)
+
+Minimum recommended duration: 21 weeks (Ph1–3) + 6 months Ph4. Realistic duration: 24–28 weeks for Ph1–3 given internal team capacity. Acceleration options: add 1 external researcher in Phase 1; engage external paid-media buyer in Phase 2; bring Arabic copyeditor into Phases 1, 2, 3.
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+
+
+SECTION 9 · Project Plan & Timeline
+TSS Business Consulting · ARTC Commercial Activation
+
+Week-by-Week Plan : Phase 1 (Weeks 1–5)
+
+| Week | Phase | Workstreams / Activities | Key Outputs | Milestones | Dependencies |
+| --- | --- | --- | --- | --- | --- |
+| W1 | Position | Kickoff; interview guide; sector longlist; stakeholder map. | Project charter; interview guide | M1 Kickoff | Charter approval |
+| W2 | Position | Leadership & stakeholder interviews; secondary research start. | Interview notes | — | Stakeholder availability |
+| W3 | Position | Sector intel build; competitive audit; buying maps draft. | Sector pack v1; competitor profiles | — | Data availability |
+| W4 | Position | Prioritisation matrix; accreditation crosswalk; MCD draft. | Prioritisation matrix; leverage map | — | Training Mgr input |
+| W5 | Position | Positioning workshop; MCD finalisation; Gate G1. | MCD v1 (AR/EN); decision log | M2 G1 – Phase 1 Sign-off | ARTC GM + TSS CEO availability |
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+
+
+SECTION 9 · Project Plan & Timeline
+TSS Business Consulting · ARTC Commercial Activation
+
+Week-by-Week Plan : Phase 2 (Weeks 6–13) + Phase 4 Start
+
+| Week | Phase | Workstreams / Activities | Key Outputs | Milestones | Dependencies |
+| --- | --- | --- | --- | --- | --- |
+| W6 | Activate / Elevate | Account list; white paper outlines; spokesperson selection. | Account list; outlines | — | Phase 1 sign-off |
+| W7 | Activate / Elevate | WP drafting (start); creative briefs; editorial calendar. | Drafts; briefs; calendar | — | — |
+| W8 | Activate / Elevate | WP design start; creatives in production; spokesperson onboarding. | Design files; creatives | — | Spokespersons available |
+| W9 | Activate / Elevate | WPs finalised; campaign setup; first ghostwritten posts. | 3 WPs; campaigns configured | — | Paid budget approval |
+| W10 | Activate / Elevate | Campaigns live; lead handoff process operating. | Live LinkedIn campaigns | M3 Campaign Launch | Account list approval |
+| W11 | Activate / Elevate | First-week optimisation; bi-weekly leadership update. | Optimisation log; bi-weekly memo | — | — |
+| W12 | Activate / Elevate | Mid-campaign creative refresh; KPI deep dive. | Refreshed creatives | — | — |
+| W13 | Activate / Elevate | Campaign close; Phase 2 retrospective; Gate G2. | Phase 2 close-out pack | M4 G2 – Phase 2 Sign-off | Performance evidence |
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+
+
+SECTION 9 · Project Plan & Timeline
+TSS Business Consulting · ARTC Commercial Activation
+
+Week-by-Week Plan : Phase 3 (Weeks 14–21) + Phase 4 Continues
+
+| Week | Phase | Workstreams / Activities | Key Outputs | Milestones | Dependencies |
+| --- | --- | --- | --- | --- | --- |
+| W14 | Convert / Elevate | Account dossiers start; objection longlist; calendar refresh. | 5 dossiers in progress | — | Phase 2 close |
+| W15 | Convert / Elevate | Buying committee mapping per account; battlecard drafting. | Committee maps | — | BD input |
+| W16 | Convert / Elevate | DMU narratives draft (×20); red-team prep. | 20 narrative drafts | — | — |
+| W17 | Convert / Elevate | Red-team review; narrative refinement; master proposal template. | Refined narratives; master template | — | Sales Mgr time |
+| W18 | Convert / Elevate | Proposal templates per account (×5); battlecard finalisation. | 5 proposal templates | — | — |
+| W19 | Convert / Elevate | BD working sessions; close support per account; library handover. | Sales enablement library | — | BD attendance |
+| W20 | Convert / Elevate | Account war-room cadence; pipeline movement check. | Account tracker; war-room log | — | — |
+| W21 | Convert / Elevate | Phase 3 close-out; benefits plan; Gate G3. | Phase 3 close-out; benefits plan | M5 G3 – Phase 3 Sign-off | ≥2 accounts at proposal stage |
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+
+
+SECTION 9 · Project Plan & Timeline
+TSS Business Consulting · ARTC Commercial Activation
+
+Week-by-Week Plan : Phase 4 Continuation (Weeks 22–32)
+
+| Week | Phase | Workstreams / Activities | Key Outputs | Milestones | Dependencies |
+| --- | --- | --- | --- | --- | --- |
+| W22-24 | Elevate | Sustain content cadence; first quarterly authority review. | Q1 authority review | M6 Quarterly Review | Spokespersons sustained |
+| W25-28 | Elevate | Refresh editorial calendar; A/B test posts; SEM optimisation. | New calendar; SEM updates | — | Paid budget refresh |
+| W29-32 | Elevate | Half-year programme review; Gate G4; transition to BAU. | Programme close-out; BAU plan | M7 G4 – Programme Close | TSS CEO endorsement |
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+
+
+SECTION 9 · Project Plan & Timeline
+TSS Business Consulting · ARTC Commercial Activation
+
+Critical Path & Dependencies
+
+| Critical Item | Why critical | Risk if missed | Mitigation |
+| --- | --- | --- | --- |
+| Phase 1 Workshop (W5) | Decisions on positioning + 3 sectors + target accounts gate everything in Phase 2 & 3. | Delay or indecision shifts every downstream phase by ≥1 week. | Pre-align ARTC GM and TSS CEO in W3; circulate options early. |
+| Target account approval (W6) | 30 named accounts unlock LinkedIn campaign setup and Phase 3 priority selection. | Late approval blocks W7–W9 setup. | Pre-draft list during Phase 1; secure GM sign-off W6. |
+| Spokesperson onboarding (W6–W8) | Phase 4 cannot start without 3 onboarded voices. | Slippage means 12-wk cadence pushes into Phase 3. | Identify spokespersons in W3; book onboarding in W5. |
+| Paid media budget envelope (W7) | LinkedIn + later SEM budget required before W10 campaign launch. | No budget = no campaign = no leads. | Approve envelope at G1; release in W7. |
+| BD bandwidth for Phase 3 (W19–W21) | DMU narratives + proposals are useless without BD time to deploy them. | Pipeline stalls; library becomes shelfware. | Block BD calendars at G2; designate account owners. |
+| Arabic production capacity | All flagship outputs are AR+EN; Designer + copy is the bottleneck. | Quality drop or schedule slip. | Plan AR copy support from W3; consider external copyeditor. |
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+
+
+10
+
+Section
+Resources Required
+Internal team, ARTC stakeholders, external support, and time commitment.
+TSS Business Consulting · ARTC Commercial Activation · Internal Business Case
+
+
+
+SECTION 10 · Resources Required
+TSS Business Consulting · ARTC Commercial Activation
+
+Internal Team & Stakeholder Plan
+
+| Role | Type | Responsibilities | Phase Involvement | Time Commitment | Decisions / Deliverables Owned |
+| --- | --- | --- | --- | --- | --- |
+| TSS CEO | Executive Sponsor | Approve charter, budget, phase gates; escalation point; final approver of MCD and target accounts. | Phase 1, Gates, Quarterly | ~4 h / month | Charter; MCD; target accounts; budget envelope; programme close. |
+| ARTC General Manager | Business Owner | Chair Steering Committee; own commercial outcomes; final approver on positioning, narratives, proposals, KPIs. | All phases | ~6–8 h / month | Positioning; sector priorities; account list; narratives; benefits plan. |
+| ARTC Commercial Manager | Senior Stakeholder | Co-own positioning, account prioritisation, BD enablement; review narrative packs and proposals. | All phases (heavy in Ph 1, 3) | ~6 h / week (Ph 3 peak) | Sector priorities; account dossiers; proposal terms. |
+| ARTC Sales Manager | Operational Owner – Convert | Validate buying maps; co-design lead handoff; lead account war room; deploy library. | Light Ph 1; heavy Ph 2, 3 | ~6 h / week (Ph 3 peak) | Buying committee maps; handoff SOP; account decisions. |
+| ARTC Training Manager | Technical Authority | Validate accreditations; review white papers and technical claims. | Ph 1, 2 | ~3 h / week (Ph 1, 2) | Accreditation leverage; white paper technical review. |
+| SAPTCO Senior Spokesperson | Authority Voice | Onboard as 1 of 3 spokespersons in Phase 4. | Ph 4 ongoing | ~1.5 h / week (Ph 4) | Voice + topics agreement; post approvals. |
+| Senior BC Section Head | Internal Delivery Owner | Programme leadership; methodology; workshop facilitation; QA on every deliverable. | All phases | ~50% FTE for 21 weeks | All major deliverables; phase gates; sponsor reporting. |
+| Business Analyst | Core Delivery | Research, segmentation, account intelligence, RAID log, KPI dashboard. | All phases | ~70% FTE for 21 weeks | Sector pack; matrix; dossiers; dashboard. |
+| Marketing Specialist | Core Delivery | Campaign briefs, LinkedIn execution, white paper authorship, content programme, perf. reporting. | All phases (heavy Ph 2, 4) | ~70% FTE for 21 weeks then 50% Ph 4 | White papers; campaigns; calendar; monthly memos. |
+| Designer | Core Delivery | MCD design, white papers, creatives, proposal templates, post visuals. | All phases (peak Ph 2, 3) | ~60% FTE for 21 weeks then 30% Ph 4 | MCD; WPs; creatives; templates. |
+| External – Paid Media Buyer (optional) | Niche support | LinkedIn + Google bid management if internal capacity short. | Ph 2 + Ph 4 | Retainer or per-campaign | Campaign efficiency targets. |
+| External – Arabic Copyeditor (optional) | Niche support | AR finishing on MCD, white papers, proposals. | Ph 1, 2, 3 production windows | Project-based | AR quality on every flagship deliverable. |
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+
+
+11
+
+Section
+RACI Matrix
+Activity-by-activity Responsibility / Accountability / Consulted / Informed.
+TSS Business Consulting · ARTC Commercial Activation · Internal Business Case
+
+
+
+SECTION 11 · RACI Matrix
+TSS Business Consulting · ARTC Commercial Activation
+
+Phase 1 – Position
+
+| Activity / Deliverable | TSS CEO | ARTC GM | Comm. Mgr | Sales Mgr | Training Mgr | Sec. Head | BA | Mktg Spec. | Designer |
+| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
+| 1.1 Stakeholder interviews | I | C | C | C | C | A | R | I | I |
+| 1.2 Sector intelligence + sizing | I | C | C | I | I | A | R | C | I |
+| 1.3 Competitive positioning audit | I | C | C | I | I | A | R | C | C |
+| 1.4 Buying behaviour mapping | I | C | C | C | I | A | R | I | I |
+| 1.5 Accreditation leverage map | I | C | I | I | C | A | R | I | I |
+| 1.6 Positioning workshop & decisions | C | A | C | C | C | R | C | C | I |
+| MCD – Master Credential Document | A | R | C | C | C | R | C | C | R |
+| Approve 3 priority sectors | A | R | C | C | C | C | I | I | I |
+| Approve positioning statement | A | R | C | C | C | C | I | I | I |
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+
+
+SECTION 11 · RACI Matrix
+TSS Business Consulting · ARTC Commercial Activation
+
+Phase 2 – Activate
+
+| Activity / Deliverable | TSS CEO | ARTC GM | Comm. Mgr | Sales Mgr | Training Mgr | Sec. Head | BA | Mktg Spec. | Designer |
+| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
+| 2.1 White papers (3) | I | A | C | I | C | R | C | R | R |
+| 2.2 Creative variants (6) | I | C | C | I | I | A | I | C | R |
+| 2.3 Target account list approval | I | A | R | C | I | C | R | I | I |
+| 2.3 LinkedIn campaign setup & launch | I | A | C | C | I | C | C | R | C |
+| 2.4 Lead handoff SOP | I | A | C | C | I | C | R | C | I |
+| 2.5 Weekly optimisation & reporting | I | A | C | C | I | C | C | R | I |
+| Paid media budget envelope | A | R | C | I | I | C | I | C | I |
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+
+
+SECTION 11 · RACI Matrix
+TSS Business Consulting · ARTC Commercial Activation
+
+Phase 3 – Convert
+
+| Activity / Deliverable | TSS CEO | ARTC GM | Comm. Mgr | Sales Mgr | Training Mgr | Sec. Head | BA | Mktg Spec. | Designer |
+| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
+| 3.1 Account dossiers + committee maps | I | A | C | C | I | C | R | I | I |
+| 3.2 DMU narrative packs | I | A | C | C | I | R | C | C | I |
+| 3.3 Proposal templates (5) | I | A | C | C | I | C | I | C | R |
+| 3.4 Objection handling library | I | A | C | C | I | R | C | C | I |
+| 3.5 BD working sessions / war room | I | A | C | R | I | R | C | I | I |
+| Account close decisions | I | A | R | R | I | C | I | I | I |
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+
+
+SECTION 11 · RACI Matrix
+TSS Business Consulting · ARTC Commercial Activation
+
+Phase 4 – Elevate & Cross-cutting
+
+| Activity / Deliverable | TSS CEO | ARTC GM | Comm. Mgr | Sales Mgr | Training Mgr | Sec. Head | BA | Mktg Spec. | Designer |
+| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
+| 4.1 Spokesperson selection (3) | A | R | C | I | I | R | I | C | I |
+| 4.2 Editorial calendar | I | A | C | I | I | C | C | R | C |
+| 4.2 Ghostwritten content production | I | A | I | I | I | C | C | R | C |
+| 4.3 ARTC LinkedIn page management | I | A | C | I | I | C | I | R | C |
+| 4.3 Paid amplification (LinkedIn+Google) | I | A | C | I | I | C | C | R | C |
+| 4.4 Monthly performance memo | I | A | C | C | I | C | R | C | I |
+| Project Charter approval | A | R | C | C | C | R | C | I | I |
+| Phase Gate approval (G1–G4) | A | R | C | C | C | R | C | C | C |
+| Risk & change control | A | R | C | C | I | R | C | C | I |
+| Benefits realisation plan | A | R | R | C | I | R | C | C | I |
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+
+
+12
+
+Section
+Governance Model
+Forums, cadence, decision rights, escalation, and change control.
+TSS Business Consulting · ARTC Commercial Activation · Internal Business Case
+
+
+
+SECTION 12 · Governance Model
+TSS Business Consulting · ARTC Commercial Activation
+
+Forums, Attendees, Cadence and Purpose
+
+| Forum | Attendees | Cadence | Purpose | Decision Rights |
+| --- | --- | --- | --- | --- |
+| Steering Committee | TSS CEO (Chair), ARTC GM, ARTC Commercial Mgr, Sec. Head; BA (secretary). | Bi-weekly, 60 min | Approve gates, resolve escalations, approve scope/budget changes, endorse strategic decisions. | Phase-gate go/no-go; sector & account approvals; budget changes. |
+| Project Working Team | Sec. Head (Chair), BA, Mktg Spec., Designer; ARTC Sales Mgr as standing invitee. | Weekly, 60 min | Operational delivery: progress, risks, decisions needed, next week plan. | Run-rate decisions; risk mitigation; allocation. |
+| ARTC Leadership Checkpoint | ARTC GM, Commercial Mgr, Sales Mgr, Training Mgr; Sec. Head, Mktg Spec. | Bi-weekly, 45 min | Align ARTC stakeholders, surface field intelligence, approve sector/account items. | Sector & account decisions; messaging sign-offs. |
+| BD Working Session | Sec. Head, BA, ARTC Sales Mgr + named account owners. | Weekly during Ph 3, then monthly | Account-by-account close support; war-room cadence. | Next-move decisions per account; library refinements. |
+| Phase Gate Review | Steering Committee + full BC team + ARTC GM's chosen reviewers. | End of each phase | Confirm exit criteria, approve next phase scope/budget, capture lessons. | Phase closure; phase-launch authority. |
+| Quarterly Authority Review (Ph 4) | TSS CEO, ARTC GM, Sec. Head, Mktg Spec., Spokespersons. | Quarterly | Review authority KPIs, refresh editorial direction, benefits tracking. | Content direction; paid envelope adjustments. |
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+
+
+SECTION 12 · Governance Model
+TSS Business Consulting · ARTC Commercial Activation
+
+Decision Rights, Escalation Path & Change Control
+
+Decision Rights
+Escalation Path
+| Decision Type | Final Approver | Consulted |
+| --- | --- | --- |
+| Operational delivery decisions (within scope/budget) | Sec. Head | Working Team |
+| Content / message decisions | ARTC GM | Sec. Head |
+| Sector & account approval | ARTC GM | TSS CEO (I) |
+| Phase gates | TSS CEO | ARTC GM, Sec. Head |
+| Scope / timeline / budget changes >10% | TSS CEO | ARTC GM |
+| Spokesperson selection | TSS CEO | ARTC GM |
+| Escalations from BD | ARTC GM | Commercial Mgr |
+
+Working Team
+
+Sec. Head
+
+ARTC GM
+
+TSS CEO
+
+Change Control
+1) Any scope/timeline/cost change is logged as a Change Request by the requester.
+2) Sec. Head assesses impact (effort, cost, schedule, risk) within 3 working days.
+3) ≤10% impact: ARTC GM decides at next ARTC Leadership Checkpoint.
+4) >10% impact or strategic: Steering Committee decides at next bi-weekly.
+5) Decision logged with rationale; affected artefacts updated; team informed within 48h.
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+
+
+13
+
+Section
+KPIs & Success Measures
+Project, marketing, sales enablement, authority, and business-outcome KPIs.
+TSS Business Consulting · ARTC Commercial Activation · Internal Business Case
+
+
+
+SECTION 13 · KPIs & Success Measures
+TSS Business Consulting · ARTC Commercial Activation
+
+1. Project Delivery KPIs
+
+| KPI | Definition | Measurement Method | Owner | Frequency | Target / Benchmark | Data Source | Phase |
+| --- | --- | --- | --- | --- | --- | --- | --- |
+| Deliverable on-time rate | % of scheduled deliverables completed on/before plan date. | WBS tracker vs plan | Sec. Head | Weekly | ≥90% (validate with leadership) | WBS / status report | All |
+| Phase gate pass rate | % of gates passed on first review. | Phase-gate decision log | Sec. Head | Per gate | 100% targeted; <100% triggers retrospective | Gate records | All |
+| RAID burn-down | Number of open critical risks / issues. | RAID log | BA | Weekly | ≤3 critical open at any time (suggested) | RAID log | All |
+| Decision lead time | Working days from request to decision for leadership decisions. | Decision log timestamps | BA | Monthly | ≤5 working days (suggested; confirm with leadership) | Decision log | All |
+| Budget variance | Actual vs planned spend per phase. | Finance report | Sec. Head | Monthly | Within ±10% of plan (confirm with TSS Finance) | TSS Finance | All |
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+
+
+SECTION 13 · KPIs & Success Measures
+TSS Business Consulting · ARTC Commercial Activation
+
+2. Marketing & Demand Generation KPIs (Phase 2)
+
+| KPI | Definition | Measurement Method | Owner | Frequency | Target / Benchmark | Data Source | Phase |
+| --- | --- | --- | --- | --- | --- | --- | --- |
+| Named-account reach | % of 30 target accounts reached by campaigns. | LinkedIn Campaign Manager | Mktg Spec. | Weekly | ≥80% within 4 weeks of launch (suggested; validate) | LinkedIn analytics | 2 |
+| Account engagement rate | % of targeted accounts with ≥1 engagement. | LinkedIn analytics | Mktg Spec. | Weekly | ≥40% within 8 weeks (suggested) | LinkedIn | 2 |
+| White-paper downloads | Number of qualified downloads per WP. | Lead-gen form data | Mktg Spec. | Weekly | Vendor implied 200–250 total leads across campaign | LinkedIn lead forms | 2 |
+| Cost per qualified lead (CPQL) | Paid spend ÷ qualified leads. | Spend + lead log | Mktg Spec. | Weekly | Benchmark to be set after W2 of campaign | LinkedIn + lead log | 2 |
+| Lead handoff SLA | % leads transferred to BD within 24h. | Handoff log timestamps | Mktg Spec. | Weekly | 100% target | Handoff log | 2 |
+| Creative variant lift | Performance delta between A/B variants per sector. | Campaign reports | Mktg Spec. | Bi-weekly | Statistically meaningful winner per sector | LinkedIn | 2 |
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+
+
+SECTION 13 · KPIs & Success Measures
+TSS Business Consulting · ARTC Commercial Activation
+
+3. Sales Enablement & Conversion KPIs (Phase 3)
+
+| KPI | Definition | Measurement Method | Owner | Frequency | Target / Benchmark | Data Source | Phase |
+| --- | --- | --- | --- | --- | --- | --- | --- |
+| Accounts with full DMU pack | # of priority accounts with complete narrative + proposal template. | Tracker | Sec. Head | Weekly | 5 of 5 | Account war-room tracker | 3 |
+| Pipeline movement | # of accounts advancing ≥1 stage per cycle. | BD pipeline | Sales Mgr | Bi-weekly | ≥2 accounts at proposal stage by end of Phase 3 (suggested) | BD pipeline | 3 |
+| Proposal turnaround time | Days from RFP receipt to proposal submission. | BD log | Sales Mgr | Per RFP | Reduce vs baseline by 30% (target to confirm) | BD log | 3 |
+| Win rate (priority accounts) | Closed-won ÷ proposed for the 5 priority accounts. | BD pipeline | Commercial Mgr | Quarterly | Establish baseline first; lift quarter-on-quarter | BD pipeline | 3+ |
+| Battlecard usage | # live conversations using objection library / month. | BD self-report + working sessions | Sales Mgr | Monthly | ≥10 / month after launch (suggested) | BD reporting | 3+ |
+| Library reuse for new accounts | # new accounts using narrative/proposal templates beyond the original 5. | BD tracker | Sec. Head | Quarterly | ≥3 new accounts per quarter (suggested) | BD tracker | 3+ |
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+
+
+SECTION 13 · KPIs & Success Measures
+TSS Business Consulting · ARTC Commercial Activation
+
+4. Thought Leadership / Authority KPIs (Phase 4)
+
+| KPI | Definition | Measurement Method | Owner | Frequency | Target / Benchmark | Data Source | Phase |
+| --- | --- | --- | --- | --- | --- | --- | --- |
+| Publication on-cadence rate | % of planned posts published on schedule. | Editorial calendar | Mktg Spec. | Monthly | ≥80% | Calendar + LinkedIn | 4 |
+| Spokesperson follower growth | Net new followers per spokesperson over period. | LinkedIn analytics | Mktg Spec. | Monthly | Track quarter-on-quarter growth (no fixed target until baseline) | LinkedIn | 4 |
+| Engagement rate per post | Engagements ÷ impressions per post. | LinkedIn analytics | Mktg Spec. | Monthly | Industry benchmark to be set after Q1 | LinkedIn | 4 |
+| ARTC page audience growth | Net follower growth + share of named accounts following. | LinkedIn analytics | Mktg Spec. | Monthly | Quarter-on-quarter growth | LinkedIn | 4 |
+| SEM/Google share of voice | Impression share on category authority terms. | Google Ads | Mktg Spec. | Monthly | Establish baseline then grow | Google Ads | 4 |
+| Inbound from authority program | Inbound enquiries citing content/spokesperson. | BD intake form question | Sales Mgr | Monthly | Trend baseline upward over 6 months | BD intake | 4 |
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+
+
+SECTION 13 · KPIs & Success Measures
+TSS Business Consulting · ARTC Commercial Activation
+
+5. Business Outcome KPIs (Cross-cutting)
+
+| KPI | Definition | Measurement Method | Owner | Frequency | Target / Benchmark | Data Source | Phase |
+| --- | --- | --- | --- | --- | --- | --- | --- |
+| Named accounts converted to opportunities | # of 30 targeted accounts that become opportunities in pipeline. | BD pipeline tagging | Commercial Mgr | Quarterly | Baseline target to set with ARTC GM | BD pipeline | 2+ |
+| Closed-won revenue from programme | Revenue from priority + warmed accounts attributable to the project. | Finance + BD pipeline | Commercial Mgr | Quarterly | Validate with ARTC leadership before setting | Finance | 3+ |
+| Cost per won account | Programme cost (internal + paid) ÷ # accounts won. | Finance + project costs | Sec. Head | Quarterly | Trend down over time | Finance + WBS | 3+ |
+| Average deal size (priority sectors) | Mean closed-won value in 3 priority sectors. | Finance + CRM/BD | Commercial Mgr | Quarterly | Validate baseline; target lift over 12 mo | Finance | 3+ |
+| Repeat / expansion revenue | Revenue from existing accounts after programme. | BD account plans | Commercial Mgr | Quarterly | Establish baseline; lift over 12 mo | BD + Finance | 4+ |
+| Net Promoter / advocacy from buyers | Buyer-side NPS or qualitative advocacy signals. | Post-engagement survey | Sales Mgr | Quarterly | Targets to set with ARTC leadership | Survey | 4 |
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+
+
+14
+
+Section
+RAID Log
+Risks, Assumptions, Issues, Dependencies, gaps, and required leadership decisions.
+TSS Business Consulting · ARTC Commercial Activation · Internal Business Case
+
+
+
+SECTION 14 · RAID Log
+TSS Business Consulting · ARTC Commercial Activation
+
+Risks Register (Top 10)
+
+| ID | Risk | Likel. | Impact | Mitigation | Owner |
+| --- | --- | --- | --- | --- | --- |
+| R01 | Limited internal team capacity (4 BC roles only) creates throughput risk in Phase 2 & 3. | High | High | Phase planning with buffer weeks; selective external support for paid media + AR copy. | Sec. Head |
+| R02 | Lack of granular Saudi sector market data may weaken segmentation precision. | Med | Med | Triangulate top-down/bottom-up; flag confidence levels; commission expert calls. | BA |
+| R03 | ARTC positioning decisions deferred or contested in Phase 1 workshop. | Med | High | Pre-align ARTC GM and TSS CEO in W3; present 2-3 options with trade-offs. | Sec. Head |
+| R04 | Weak named-account data limits ABM precision. | Med | High | Combine BD intel + public sources; commission specialist research only if needed. | BA |
+| R05 | ARTC Sales team not ready/available for Phase 3 working sessions. | Med | High | Block calendars at Phase 2 close; secure GM mandate for time commitment. | ARTC GM |
+| R06 | Delayed stakeholder inputs (interviews, accreditation data, BD intel). | High | Med | Calendar locks in W1; escalation to GM within 48h of slippage. | Sec. Head |
+| R07 | Incomplete CRM / lead tracking infrastructure causes lead leakage. | High | Med | Manual SOP with daily check; flag CRM investment as follow-up project. | Mktg Spec. |
+| R08 | Insufficient paid-media budget approval blocks Phase 2 launch / Phase 4 scale. | Med | High | Confirm envelope at G1; tranche releases; transparent CPL trends. | TSS CEO |
+| R09 | Misalignment between ARTC priorities and TSS Group priorities mid-flight. | Low | High | Bi-weekly SteerCo standing item; documented decision log. | TSS CEO |
+| R10 | Overdependence on LinkedIn as primary channel for B2B reach. | Med | Med | Layer Google SEM + sponsored location ads + relationship-led BD; diversify in Phase 4. | Mktg Spec. |
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+
+
+SECTION 14 · RAID Log
+TSS Business Consulting · ARTC Commercial Activation
+
+Risks (continued), Assumptions & Issues
+
+| ID | Item | Likel. | Impact | Mitigation / Response | Owner |
+| --- | --- | --- | --- | --- | --- |
+| R11 | Weak handoff between marketing leads and BD pipeline. | Med | High | Documented SLA + daily handoff log; weekly review with Sales Mgr. | Mktg Spec. |
+| R12 | Spokespersons unable/unwilling to publish at agreed cadence. | Med | High | Onboarding contract on cadence + review SLA; backup spokesperson identified. | Sec. Head |
+| R13 | AR/EN bilingual production bottleneck delays MCD and white papers. | Med | Med | Plan AR copy support from W3; budget for external AR copyeditor if needed. | Designer |
+| R14 | Authority gains take longer than leadership expectation. | High | Med | Set realistic Phase 4 expectations upfront; quarterly review cadence. | Sec. Head |
+| A01 | TSS CEO endorses internal-delivery model and reframing from 'marketing' to 'commercial activation'. | - | - | Confirm at charter approval. | TSS CEO |
+| A02 | ARTC GM commits Commercial + Sales Manager time per resource plan. | - | - | Confirm in charter sign-off. | ARTC GM |
+| A03 | Paid media envelope is available for Phase 2 + Phase 4. | - | - | Confirm at G1; release in tranches. | TSS CEO |
+| A04 | RoSPA accreditation status remains live with no renewal disruption during programme. | - | - | Verify with Training Mgr at W1. | Training Mgr |
+| A05 | ARTC catalogue and pricing remain stable; no major restructuring in 24 weeks. | - | - | Confirm with Commercial Mgr. | Commercial Mgr |
+| I01 | No documented CRM/lead-tracking platform currently in use at ARTC (gap). | - | High | Manual SOP for this programme; raise CRM investment as separate initiative. | Sec. Head |
+| I02 | Unclear ownership of ARTC LinkedIn company page today. | - | Med | Confirm owner in W1; transition to Marketing Specialist if needed. | Mktg Spec. |
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+
+
+SECTION 14 · RAID Log
+TSS Business Consulting · ARTC Commercial Activation
+
+Dependencies, Gaps & Required Leadership Decisions
+
+| ID | Item | Type / Impact | Required Action | Owner |
+| --- | --- | --- | --- | --- |
+| D01 | Phase 2 depends on Phase 1 outputs (positioning, sectors, accounts) being approved. | Hard sequence | ARTC GM signs at G1. | ARTC GM |
+| D02 | Phase 3 depends on Phase 2 priority-account learning + BD bandwidth. | Hard sequence + BD time | Block BD calendars at G2. | ARTC GM |
+| D03 | Phase 4 depends on Phase 1 message house + onboarded spokespersons. | Spokesperson availability | Identify in W3; onboard in W5–W8. | Sec. Head |
+| D04 | Paid amplification depends on approved budget envelope. | Funding | Approve at G1; release in tranches. | TSS CEO |
+| D05 | Quality of buying maps depends on BD willingness to share field intel. | Cultural / trust | Sec. Head sponsors trust building; GM mandate to share. | ARTC Sales Mgr |
+| G01 | Missing: granular Saudi B2B safety training market data at sector level. | Data gap | Triangulate; flag confidence; commission expert calls if material. | BA |
+| G02 | Missing: identification of specific SAPTCO senior spokesperson. | Person gap | Confirm in Phase 1 before W3. | ARTC GM / TSS CEO |
+| G03 | Missing: confirmed budget for paid media in Phase 2 and Phase 4. | Funding gap | Submit to TSS CEO at G1; recommended envelope to be proposed by Sec. Head. | TSS CEO |
+| G04 | Missing: current pipeline view and ARTC's revenue baseline for outcome KPIs. | Baseline gap | Request from Commercial Mgr at W1; document baselines. | Commercial Mgr |
+| G05 | Missing: documented competitor list and pricing visibility. | Market data | Phase 1 activity 1.3 closes this gap. | BA |
+| DEC01 | Approve internal-delivery model and project charter. | Required at kickoff | Recommended approval. | TSS CEO |
+| DEC02 | Approve 3 priority sectors at end of Phase 1. | Gate G1 | BC team presents 3 options with trade-offs. | ARTC GM + TSS CEO |
+| DEC03 | Approve target account list (~30) before campaign launch. | Gate G1 / W6 | BC team presents scored list. | ARTC GM |
+| DEC04 | Approve 3 executive spokespersons + cadence commitment. | By W5 | Names + commitment letters. | TSS CEO + ARTC GM |
+| DEC05 | Approve paid media envelope (Phase 2 + Phase 4). | By G1 then quarterly Ph 4 | BC team to propose envelope and CPL assumptions. | TSS CEO |
+| DEC06 | Approve scope of optional external support (paid media buyer, AR copyeditor). | Before Phase 2 | Recommended scope to be tabled at G1. | TSS CEO |
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+
+
+15
+
+Section
+Internal Execution Recommendations
+Practical guidance for how TSS Business Consulting should run the programme.
+TSS Business Consulting · ARTC Commercial Activation · Internal Business Case
+
+
+
+SECTION 15 · Internal Execution Recommendations
+TSS Business Consulting · ARTC Commercial Activation
+
+Recommended Next Steps & First 2 Weeks Priorities
+
+Immediate Next Steps (Week 0)
+First 2 Weeks Priorities
+1. Secure TSS CEO endorsement of internal-delivery model and reframing from
+ 'marketing campaign' to 'commercial activation programme'.
+
+2. Sign off project charter (see Section 16) including governance and budget envelope.
+
+3. Confirm full availability of the 4 BC team members for 21 weeks.
+
+4. Schedule kickoff with ARTC GM, Commercial Mgr, Sales Mgr, Training Mgr.
+
+5. Block standing forums (Steering, Working Team, ARTC Checkpoint) for 24 weeks.
+
+6. Stand up shared workspace (folder structure, RAID, WBS, decision log, KPI dashboard).
+
+7. Issue stakeholder communication explaining the programme and what is asked of them.
+• Build interview guide and book 6+ leadership interviews.
+
+• Request ARTC pipeline export, accreditation register, prior campaign data,
+ competitor list, prior strategy decks, and BD's account longlist.
+
+• Stand up RAID log and decision log; populate baseline assumptions.
+
+• Identify candidate 3 executive spokespersons; informal soundings via GM.
+
+• Confirm AR copy capacity (internal vs external).
+
+• Draft sector longlist and prioritisation criteria for Phase 1 workshop.
+
+• Define paid-media envelope assumptions to table with TSS CEO at G1.
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+
+
+SECTION 15 · Internal Execution Recommendations
+TSS Business Consulting · ARTC Commercial Activation
+
+Documents to Prepare, Data to Request, and Quick Wins
+
+| Topic | Recommendation |
+| --- | --- |
+| Documents to prepare before kickoff | Project charter; stakeholder map; communication plan; interview guide; WBS v1; RAID log template; KPI dashboard skeleton; decision log; change-control SOP; shared workspace structure. |
+| Meetings to schedule | Kickoff (Week 1); Working Team (weekly); Steering Committee (bi-weekly); ARTC Leadership Checkpoint (bi-weekly); BD Working Session (Phase 3+); Phase Gate Reviews (end of each phase); Quarterly Authority Review (Phase 4). |
+| Stakeholders to interview in Phase 1 | TSS CEO; ARTC GM; ARTC Commercial Mgr; ARTC Sales Mgr; ARTC Training Mgr; 1–2 SAPTCO senior voices; 1–2 ARTC BD field reps; optional: 1–2 external customers. |
+| Data to request from ARTC | Accreditation register; live pipeline export; previous campaign performance; competitor list and any prior intel; BD account longlist; revenue baseline; training catalogue + pricing; LinkedIn company page access. |
+| Tools/templates to create | Interview guide; sector sizing template; prioritisation matrix; positioning options framework; message-house template; buying-committee map; account dossier template; DMU role-narrative template; modular proposal template (AR/EN); battlecard template; spokesperson brief; editorial calendar; KPI dashboard; monthly memo template. |
+| Quick wins to bank early | • Approved positioning statement by W5 (anchor for everything downstream). • MCD shared internally to reset ARTC's external narrative immediately. • Lead handoff SOP live before W10 so no Phase 2 leads are lost. • First ghostwritten post live in W8 to start spokespersons' authority compounding. • Sales enablement library deployed mid-Phase 3 even before all narratives are final. |
+| Critical decisions needed from leadership | DEC01 charter approval; DEC02 priority sectors; DEC03 target accounts; DEC04 spokespersons; DEC05 paid-media envelope; DEC06 external support scope. |
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+
+
+16
+
+Section
+Recommended Project Charter
+Ready-to-use internal charter for sign-off by TSS CEO and ARTC GM.
+TSS Business Consulting · ARTC Commercial Activation · Internal Business Case
+
+
+
+SECTION 16 · Recommended Project Charter
+TSS Business Consulting · ARTC Commercial Activation
+
+Project Charter (Part 1 of 3) – Background, Problem, Objectives, Scope
+
+| Element | Content |
+| --- | --- |
+| Project Title | ARTC Commercial Activation Programme (PACE-ARTC) |
+| Sponsor | TSS CEO |
+| Business Owner | ARTC General Manager |
+| Internal Delivery Owner | Senior Section Head, TSS Business Consulting Department |
+| Background | ARTC competes today as a generalist HSE training provider, while its actual moat – the only commercialised RoSPA centre in Saudi Arabia, backed by SAPTCO's 45-year road-safety legacy – is unclaimed. A prior marketing campaign underperformed because the upstream system (positioning, segmentation, sales enablement, authority) was not in place. The Saudi B2B safety training market is projected toward SAR 5B by 2030 and is procurement-led. |
+| Problem Statement | ARTC does not have a campaign problem; it has a commercial activation problem. Without a defensible position, clarified priority sectors, account-based targeting, BD enablement, and executive authority, ARTC will continue to underperform its category opportunity. |
+| Objectives | 1) Define defensible category position. 2) Prioritise 3 B2B sectors where ARTC can win. 3) Move ~30 named accounts from cold to warm. 4) Equip BD to close up to 5 priority accounts. 5) Stand up a sustained authority engine. 6) Build a reusable internal playbook owned by TSS BC. |
+| Scope | Strategic foundation; B2B sector segmentation; positioning + message house; ABM target list (~30); 3 white papers + 6 creatives + 3 LinkedIn campaigns; lead capture & handoff; 5 DMU narrative packs + 5 proposal templates; sales enablement library; BD working sessions; spokesperson programme (3 voices, 12+ weeks); paid amplification (LinkedIn + Google SEM + sponsored location ads); KPI dashboard; governance and reporting. |
+| Out of Scope | Training course content / instructional design; ARTC website rebuild; CRM platform implementation; pricing strategy review; org redesign; event sponsorships. |
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+
+
+SECTION 16 · Recommended Project Charter
+TSS Business Consulting · ARTC Commercial Activation
+
+Project Charter (Part 2 of 3) – Deliverables, Timeline, Team, Governance
+
+| Element | Content |
+| --- | --- |
+| Key Deliverables | Phase 1: Segmentation Report; Sector Prioritisation Matrix; Master Credential Document (AR/EN ≤25pp). Phase 2: 3 white papers; 6 creatives; 3 LinkedIn campaigns; lead handoff SOP; performance dashboard. Phase 3: 5 account dossiers + buying maps; 5 DMU narrative packs; 5 proposal templates; sales enablement library; account war-room tracker. Phase 4: Spokesperson briefs; editorial calendar; ghostwritten content library; ARTC page plan; paid amplification programme; monthly memos; quarterly authority reviews. PM: charter; stakeholder map; RACI; RAID; decision log; KPI dashboard; phase-gate packs; close-out report. |
+| Timeline | Phase 1 weeks 1–5; Phase 2 weeks 6–13; Phase 3 weeks 14–21; Phase 4 starts week 6 in parallel and continues for a 6-month minimum. Realistic full duration: 24–28 weeks (Ph 1–3) + 6 months Ph 4. |
+| Project Team | Internal: Senior BC Section Head; Business Analyst; Marketing Specialist; Designer. ARTC: General Manager; Commercial Manager; Sales Manager; Training Manager. Group: TSS CEO (sponsor); SAPTCO senior spokesperson (Phase 4). Optional external: paid-media buyer; AR copyeditor – only if internal capacity is short. |
+| Governance | Steering Committee (bi-weekly, chaired by TSS CEO); Project Working Team (weekly, chaired by Section Head); ARTC Leadership Checkpoint (bi-weekly); BD Working Session (weekly in Phase 3, monthly after); Phase Gate Reviews (end of each phase); Quarterly Authority Review (Phase 4); Decision log + Change-control SOP. |
+| Decision Authority Map | Operational: Section Head. Content/Messages: ARTC GM. Sectors & Accounts: ARTC GM. Gates / Strategic / Budget >10%: TSS CEO. Escalations: Working Team → Section Head → ARTC GM → TSS CEO. |
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+
+
+SECTION 16 · Recommended Project Charter
+TSS Business Consulting · ARTC Commercial Activation
+
+Project Charter (Part 3 of 3) – Success, Risks, Assumptions, Approvals
+
+| Element | Content |
+| --- | --- |
+| Success Measures | On-time delivery ≥90%; 100% phase gates passed; ≥80% named-account reach; ≥200 captured leads; 5 priority accounts equipped with narrative + proposal; ≥2 priority accounts at proposal stage by Phase 3 close; ≥80% on-cadence publication in Phase 4; reusable playbook owned by TSS BC. Outcome KPIs (revenue, win-rate, deal size) to be baselined with ARTC leadership before targets are set. |
+| Key Risks | Limited internal capacity; weak Saudi sector data; delayed leadership decisions; weak account data; BD bandwidth in Phase 3; AR/EN production bottleneck; budget approval for paid media; spokesperson cadence sustainability; over-reliance on LinkedIn. |
+| Key Assumptions | TSS CEO endorses reframing and internal model; ARTC GM commits Commercial + Sales Manager time; paid-media envelope is approved; RoSPA accreditation remains live; ARTC catalogue stable for 24 weeks; relevant data and BD intel will be shared. |
+| Dependencies | Phase 2 → Phase 1 approvals; Phase 3 → Phase 2 + BD bandwidth; Phase 4 → Phase 1 message house + spokespersons; paid amplification → budget. |
+| Approval Requirements | Charter approval: TSS CEO + ARTC GM. Phase gate approvals: TSS CEO (chair) at end of each phase. Scope/timeline/cost changes >10%: TSS CEO at Steering Committee. Close-out and benefits realisation plan: TSS CEO + ARTC GM. |
+
+Authorisation
+TSS CEO (Executive Sponsor) ____________________ Date: __________
+ARTC General Manager (Business Owner) ____________________ Date: __________
+
+Internal · TSS Business Consulting · ARTC Commercial Activation Business Case · v1.0 · May 2026
+
+
+
+READY FOR LEADERSHIP REVIEW
+From a Marketing Brief to a
+Commercial Activation System.
+This business case converts the Kynd commercial activation proposal into a TSS Business Consulting internal programme. With leadership endorsement, internal delivery, and disciplined governance, ARTC can convert its dormant RoSPA + SAPTCO road-safety authority into a defensible, procurement-led commercial engine – and build the reusable playbook for the TSS portfolio at the same time.
+
+TSS Business Consulting Department · ARTC – Aalam Alreyadah Training Company
+Internal Business Case · v1.0 · May 2026 · Ref: TSS-BC-ARTC-001
\ No newline at end of file
diff --git a/ARTC_GCEO_VISIT.md b/ARTC_GCEO_VISIT.md
new file mode 100644
index 000000000..3d575ffd0
--- /dev/null
+++ b/ARTC_GCEO_VISIT.md
@@ -0,0 +1,827 @@
+
+
+
+
+
+Aalam Alreyadah Training Company (ARTC)
+Professional Training, Global Standards.
+
+
+
+
+1
+
+SAPTCO Academy Background
+TABLE OF CONTENT
+
+2
+Market Demand and Our Competitive Edge
+
+3
+Our value proposition
+
+
+
+4
+Implementation roadmap
+
+5
+Q1 Performance
+2
+
+### Notes:
+
+
+
+
+1
+1
+
+SAPTCO Academy Background
+TABLE OF CONTENT
+
+2
+Market Demand and Our Competitive Edge
+
+3
+Our value proposition
+
+
+
+4
+Implementation roadmap
+
+5
+Q1 Performance
+3
+
+
+ARTC strategic foundation
+1
+
+
+
+ARTC was established under SAPTCO Group to build on the legacy of the Training Academy and expand into a broader, accredited training platform aligned with Vision 2030 and SAPTCO’s strategic ambitions
+
+
+Strategic Foundation
+
+
+
+Vision
+Mission
+Values
+
+
+
+
+
+
+To be the leading provider of comprehensive training solutions in Transportation, Occupational health, safety, environment, quality, Technical, and Vocational Training, empowering individuals and organizations to achieve excellence in their professional endeavors.
+To deliver world-class training programs that enhance the skills and knowledge of individuals and organizations in Transportation, Occupational health, safety, environment, quality, Technical and Vocational Training, ensuring they are equipped to meet and exceed industry standards and best practices.
+Commitment to Excellence
+Integrity
+Collaboration
+Innovation
+Collaboration
+4
+
+
+ARTC Organizational structure
+1
+
+
+
+Finance
+HR
+TSS BU
+Service
+IT
+Acting GM
+Saeed Basonbul
+Quality Supervisor
+Ahmed Saleh
+Commercial Manger
+Kevin J. Mccarthy
+Admin Manger
+Saad Aljomaiah
+Sales Head
+Customer Service
+Training Head
+Admin supervisor
+
+
+5
+
+
+
+
+1
+1
+
+SAPTCO Academy Background
+TABLE OF CONTENT
+
+2
+Market Demand and Our Competitive Edge
+
+3
+Our value proposition
+
+
+
+4
+Implementation roadmap
+
+5
+Q1 Performance
+6
+
+
+Growing demand for professional training across KSA
+2
+
+
+
+
+9 TVTC centers rest of Saudi
+
+
+16 IOSH
+centers
+
+
+13 Nebosh
+centers
+
+
+33 Highfield centers
+10
+
+10
+
+78
+3
+13
+13
+
+12
+22
+
+60
+
+9
+
+9
+
+
+
+AlJawf
+Northen Boarder
+
+Tabuk
+Ha'il
+
+Al Qasim
+Al Madinah
+
+Ar Riyad
+Makkah
+Eastern Region
+
+al-Bahah
+
+Asir
+
+Najran
+Jizan
+7
+
+
+Key competitors in KSA’s professional training market
+2
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+8
+
+
+ARTC is trusted by leading clients and strategic partners
+2
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+9
+
+
+
+
+1
+1
+
+SAPTCO Academy Background
+TABLE OF CONTENT
+
+2
+Market Demand and Our Competitive Edge
+
+3
+Our value proposition
+
+
+
+4
+Implementation roadmap
+
+5
+Q1 Performance
+10
+
+
+Our value proposition main pillars
+3
+
+
+01
+02
+03
+04
+
+
+
+
+
+
+
+
+
+
+Training Programs
+Services
+Accreditations
+Our Premises
+
+ARTC delivers end-to-end professional training and advisory services across road safety, HSE, food safety, technical training, quality assurance, inspections, risk assessments, and consultancy designed to enhance safety, compliance, and operational performance
+ARTC’s offering is backed by strong local and international accreditations, including RoSPA, IOSH, Highfield, TGA, SHA, SFDA, and ISO certifications, reinforcing quality, credibility, and regulatory alignment
+ARTC provides a broad portfolio of specialized programs that combine global best practices with local relevance, supported by structured learning journeys, refresher training, coaching, and industry-tailored solutions
+ARTC operates from a modern training environment equipped with advanced learning technology, simulators, a large training field, dedicated labs, and facilities built to deliver high-quality training at scale
+11
+
+
+Our value proposition main pillars
+3
+
+
+1
+01
+
+
+Services
+
+02
+
+
+Accreditations
+
+03
+
+
+Training Programs
+
+04
+
+
+Our Premises
+
+
+
+
+Advisory & Consultancy
+Expert-led advisory services that support organizations in identifying risks, optimizing safety practices, and implementing tailored solutions to improve operational performance and regulatory alignment
+02
+
+
+Training Solutions
+Comprehensive, accredited training programs designed to enhance workforce capability, improve safety performance, and ensure compliance across transportation, logistics, and industrial sectors
+01
+
+
+Inspection & Compliance Services
+Structured inspection and compliance solutions that assess operational standards, ensure adherence to regulations, and help organizations mitigate risks while maintaining high safety and quality benchmarks
+03
+12
+
+### Notes:
+
+
+Our value proposition main pillars
+3
+
+
+1
+01
+
+
+Services
+
+02
+
+
+Accreditations
+
+03
+
+
+Training Programs
+
+04
+
+
+Our Premises
+
+
+
+C348
+Accredited by the Royal Society for the Prevention of Accidents (RoSPA) as an authorized training provider to deliver the RoSPA Level 2 International Award in Defensive Driving in Saudi Arabia.
+
+5415
+Accredited IOSH Programs: Managing Safely V5.0 & Managing Safely Refresher V2.0, approved by the Institution of Occupational Safety and Health (IOSH).
+
+39728
+Successfully accredited by Highfield as an authorized training provider for 19 health and safety and vocational training programs.
+
+854952
+Accreditation of Aalam Alreyadah Training as a Training Institute.
+
+
+
+
+
+
+
+
+
+Accredited by the Saudi Heart Association (SHA) to deliver the HSFA CPR & AED, as a recognized training provider in Saudi Arabia.
+
+TC-ACC-25103
+
+Accredited by the TGA to provide professional qualification and training services.
+
+SFDA‑F‑TP‑0074
+
+Approved by the Saudi Food & Drug Authority (SFDA) for the Food Safety Level 2 Training Program.
+
+ISO-Certified in Quality, Environment, and Occupational Health & Safety (9001, 14001, 45001).
+
+
+
+
+
+
+
+
+13
+
+
+Our value proposition main pillars
+3
+
+
+1
+01
+
+
+Services
+
+02
+
+
+Accreditations
+
+03
+
+
+Training Programs
+
+04
+
+
+Our Premises
+
+
+
+Descriptions
+Examples of courses
+Training Programs
+
+Workplace Safety
+Emergency Response
+Risk Prevention
+HSE Training
+
+
+Accredited safety and environmental training programs that reduce risk and strengthen workforce safety culture
+
+Driver Training
+Technician Skills
+Simulator Learning
+Technical Training
+
+
+Practical technical and vocational programs that develop operational capability across transport and industrial roles
+
+Compliance & Regulatory Training
+Food Safety
+Inspections & Audits
+Certification Readiness
+
+
+Standards-led programs that support audit readiness, certification, and regulatory compliance
+14
+
+### Notes:
+
+
+ARTC follows methodology that identifies risk, delivers targeted intervention, and reinforces long-term driver performance improvement
+3
+
+
+1
+01
+
+
+Services
+
+02
+
+
+Accreditations
+
+03
+
+
+Training Programs
+
+04
+
+
+Our Premises
+
+
+
+03
+Intervene
+
+Targeted e-learning and specialist interventions are assigned to address the identified risk areas
+02
+Segment
+
+04
+Monitor & Coach
+
+Trainees are classified into high-, medium-, and low-risk groups based on fleet-wide profiling
+In-vehicle monitoring, real-time alerts, and tailored coaching provide continuous performance guidance
+
+03
+02
+
+
+
+
+
+
+01
+Assess
+
+04
+Reinforce
+
+04
+
+360 Solution Stages
+01
+
+Psychometric assessment identifies behavioral risk factors at the individual driver level
+Refresher training and follow-up interventions help sustain knowledge retention and long-term improvement
+
+
+
+
+05
+15
+
+### Notes:
+
+
+Our Premises
+3
+
+
+1
+01
+
+
+Services
+
+02
+
+
+Accreditations
+
+03
+
+
+Training Programs
+
+04
+
+
+Our Premises
+
+
+
+19,000 sqm
+
+
+TRAINING FIELD
+32 trainees
+
+
+COMPUTER LABS
+2
+
+
+
+
+SIMULATORS
++125
+
+
+TRAINEES CAPACITY
++100
+
+
+
+
+TRAINING PROGRAMS
+Deploying technology to train the driver on all different scenarios according to normal and emergency operating conditions, and to identify the driver’s reaction.
+
+
+
+
+
+
+16
+
+### Notes:
+
+
+Our value proposition main pillars
+3
+
+
+1
+01
+
+
+Services
+
+02
+
+
+Accreditations
+
+03
+
+
+Training Programs
+
+04
+
+
+Our Premises
+
+
+
+
+
+
+
+
+
+
+
+
+17
+
+### Notes:
+
+
+
+
+1
+1
+
+SAPTCO Academy Background
+TABLE OF CONTENT
+
+2
+Market Demand and Our Competitive Edge
+
+3
+Our value proposition
+
+
+
+4
+Implementation roadmap
+
+5
+Q1 Performance
+18
+
+
+
+Implementation roadmap
+4
+
+
+
+PHASE 01
+PHASE 02
+PHASE 03
+PHASE 04
+
+
+
+
+
+
+
+
+
+
+
+Set-Up
+Piloting
+Scale-Up
+Expansion
+Conduct market analysis and define priority target segments
+Build the training catalogue, systems, and core operating foundations
+Finalize licensing, core approvals, and required accreditations
+Complete training center fit-out, furnishing, and operational readiness
+Develop the initial sales pipeline and go-to-market approach
+Launch pilot programs and initial market-facing offerings
+Test client response across priority sectors and refine the offering
+Activate brand visibility through website, profile, social media, and content
+Build awareness of ARTC in the market and reach the broadest relevant client pool
+Convert early opportunities through direct outreach, tailored proposals, and partnerships
+Launch external training programs for big clients across industries
+Expand B2B lead generation and improve funnel conversion
+Strengthen strategic partnerships and regulatory collaboration
+Develop CPC / professional qualification offerings with relevant authorities
+Increase market penetration and establish ARTC as a recognized training provider
+Expand training operations to additional regions across Saudi Arabia
+Launch digital and blended learning platforms at broader scale
+Roll out commercial driver academies and deepen sector-specific offerings
+Explore regional market entry and consultancy-led expansion opportunities
+
+Current phase
+19
+
+### Notes:
+
+
+
+
+1
+1
+
+SAPTCO Academy Background
+TABLE OF CONTENT
+
+2
+Market Demand and Our Competitive Edge
+
+3
+Our value proposition
+
+
+
+4
+Implementation roadmap
+
+5
+Q1 Performance
+20
+
+
+
+Q1 Performance
+4
+
+
+
+Revenue *
+Gross Profit *
+Net Profit *
+Full Year View *
+
+
+FYEE 26
+ (0.7) M
+(2) M
+(2.1) M
+ 0.1 M
+YTD
+
+Bud 26
+1.8 M
+0.5 M
+0.4 M
+2.4 M
+YTDB
+
+Act 25
+0.4 M
+YTD 25
+(0.7)M
+(5.9)M
+(0.8) M
+*
+
+
+21
+
+### Notes:
+
+
+
+
+THANK YOU
\ No newline at end of file
diff --git a/Business_Performance_report_1H2026.md b/Business_Performance_report_1H2026.md
new file mode 100644
index 000000000..5f66bf394
--- /dev/null
+++ b/Business_Performance_report_1H2026.md
@@ -0,0 +1,229 @@
+
+# Aalam Alreyadah Training Institute
+Budget 2024
+Business Performance report -1H2026
+13-07-2026
+
+
+Agenda
+| Statistical Reports | Customer Breakdown |
+| --- | --- |
+| | Programs Classification & Results |
+| | Accreditations |
+| Customer Satisfaction | |
+| QHSE Performance Dashboard | |
+| Sales Performance & Ongoing business | Q2 Sales Achievement |
+| | July Performance |
+| | Ongoing business |
+| Challenge | |
+
+
+# Customer Breakdown – (1Jan -30 June 2026)
+
+### Chart: Internal / Semi Internal /External Customer
+
+| Category | Internal | Semi internal | Exrernal |
+|---|---|---|---|
+| Programs | 56.0 | 0.0 | 1.0 |
+| N. Attendees | 737.0 | 0.0 | 6.0 |
+| programs | 3.0 | 69.0 | 264.0 |
+| N. Attendees | 14.0 | 715.0 | 2885.0 || Clients | 2025 | | 2026 | | 2026 Performance | |
+| --- | --- | --- | --- | --- | --- | --- |
+| | Programs | N. Attendees | Programs | N. Attendees | Program | |
+| Internal | 56 | 737 | 3 | 14 | ▼ | -95% |
+| Semi internal | - | - | 69 | 715 | ▲ | +100% |
+| External | 1 | 7 | 264 | 2885 | ▲ | +100% |
+| Total | 57 | 744 | 336 | 3614 | | |
+| Internal / Semi Internal Customer | 2025 | | 2026 | | 2026 Performance | | | | |
+| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
+| | Programs | N. Attendees | Programs | N. Attendees | Programs | | N. Attendees | | |
+| Urban | 55 | 717 | - | - | ▼ | -100% | | ▼ | -100% |
+| ARTC | - | - | 3 | 14 | ▲ | 100% | | ▲ | +100% |
+| PTC | - | - | 68 | 713 | ▲ | 100% | | ▲ | +100% |
+| Technical affair | 1 | 20 | - | - | ▼ | -100% | | ▼ | -100% |
+| MerApp | - | - | 1 | 2 | ▲ | 100% | | ▲ | +100% |
+| Total | 15 | 202 | 72 | 729 | | | | | |
+
+[unsupported chart]
+
+
+# Programs Classification& Results
+| Programs Classification | 2025 | 2026 | 2026 Performance | |
+| --- | --- | --- | --- | --- |
+| Training | 35 | 323 | ▲ | +100% |
+| Retraining | 5 | 0 | ▼ | -100% |
+| Assessment | 16 | 13 | ▼ | -19% |
+| Total Programs | 56 | 336 | ▲ | +100% |
+
+[unsupported chart]
+
+[unsupported chart]
+
+| Programs Results | 2025 | 2026 | 2026 Performance | |
+| --- | --- | --- | --- | --- |
+| Passing | 695 | 3604 | ▲ | +100% |
+| Fail | 42 | 10 | ▼ | +100% |
+| Total Number of Attendees | 737 | 3614 | ▲ | +100% |
+
+
+# Accreditation
+
+### Chart: Accreditation
+
+| Category | Highfield | TVTC | ARTC Certificate | SHA | No Need Certificate | IOSH | HSI Certificate |
+|---|---|---|---|---|---|---|---|
+| Programs | 0.0 | 0.0 | 1.0 | 0.0 | 0.0 | 0.0 | 0.0 |
+| N. Attendees | 0.0 | 0.0 | 7.0 | 0.0 | 0.0 | 0.0 | 0.0 |
+| Programs | 15.0 | 18.0 | 207.0 | 77.0 | 16.0 | 1.0 | 1.0 |
+| N. Attendees | 129.0 | 194.0 | 2409.0 | 780.0 | 67.0 | 5.0 | 7.0 || Accreditation | 2025 | | 2026 | | 2026 Performance | | | |
+| --- | --- | --- | --- | --- | --- | --- | --- | --- |
+| | Programs | N. Attendees | Programs | N. Attendees | Programs | | N. Attendees | |
+| Highfield | - | - | 15 | 129 | ▲ | +100% | ▲ | +100% |
+| TVTC | - | - | 18 | 194 | ▲ | +100% | ▲ | +100% |
+| ARTC Certificate | 1 | 7 | 207 | 2409 | ▲ | +100% | ▲ | +100% |
+| SHA | - | - | 77 | 780 | ▲ | +100% | ▲ | +100% |
+| No Need Certificate | - | - | 16 | 67 | ▲ | +100% | ▲ | +100% |
+| IOSH | - | - | 1 | 5 | ▲ | +100% | ▲ | +100% |
+| CPD Certified | - | - | 1 | 23 | ▲ | +100% | ▲ | +100% |
+| HSI Certificate | - | - | 1 | 7 | ▲ | +100% | ▲ | +100% |
+| Total | 1 | 7 | 336 | 3614 | | +100% | | +100% |
+
+
+# Customer Satisfaction / Feedback (1Jan -30 June 2026)
+
+| Group | Total Trainees / Clients | Evaluation Participants | Response Rate | Average Rating |
+| --- | --- | --- | --- | --- |
+| Trainees | 3,614 | 2,582 | 72% | ★ ★ ★ ★ ★ (4.9 out of 5) |
+| Clients | 33 | 2 | 6% | ★ ★ ★ ★ ★ (4.2 out of 5) |
+Trainer Performance Rate
+| Category | No. of Training Providers | Total Courses | Average Rating |
+| --- | --- | --- | --- |
+| Internal | 12 | 195 | 4.93 |
+| Freelance / External Trainers | 13( SHA –Motorcycle-Fire Warden Level 2) | 141 | 4.87 |
+| Overall | 25 | 336 | ★ ★ ★ ★ ★ (4.9 out of 5) |
+
+
+# Quality & Safety Performance Dashboard – H1 2026
+
+54%
+NCR Closure
+
+Key Highlights
+
+• 100% Trainee Safety Compliance
+• 8 of 10 Safety Observations Closed
+• No Lost Time Injury Reported
+• 6 Quality NCRs Remain Open
+• 2 Facility Safety Issues Under Follow-up
+100%
+Safety Compliance
+80%
+Observations Closed
+
+6
+Open Actions
+
+1
+Safety Incident
+
+1
+Occupational Injury
+| Top Issue- | Root Cause analyses | Corrective Actions | Owner | Status | Remark |
+| --- | --- | --- | --- | --- | --- |
+| Training Materials – Lack of Visual Identity and Design Standardization | Lack of approved Brand Guidelines | 1-Develop and approve a Brand Guidelines 2- Review and update all existing materials | Training & Marketing | OPEN | Target closure date: end of July. |
+| Training Materials – Missing essential documents ( lesson plans & course outlines…etc) | Lack of a formal review process to ensure training materials are completed with all required supporting documents. | Assign a qualified internal or external. | Training Section | OPEN | Target closure date: end of July. |
+| Freelancer documentation – Incomplete Supporting Documents | Operational priorities and customer training delivery commitments limited the time. | Complete and update all freelancer files, | Training Section | OPEN | Target closure date: end of July. |
+| Training Matrix – internal training qualification requests - Update Required | Operational priorities and ongoing training delivery activities impacted the timely | Review, prioritize, and complete all pending training qualification requests | Training Section | OPEN | Target closure date: end of July. |
+| Damaged ceramic tiles behind the entrance door may cause trips and falls, leading to potential injuries. | Deterioration of flooring condition due to building age. | Repair the damaged ceramic tiles as part of the planned building renovation project. | Admin Manager | OPEN | A building renovation project is currently underway, which includes improvements to facility infrastructure |
+| Improper locking of the emergency exit may restrict safe evacuation or allow unauthorized access, increasing safety risks. | Fault in the emergency exit door locking mechanism. | Complete the maintenance request and ensure proper door operation. | Admin Manager | OPEN | A maintenance request has been submitted through the system, |
+
+
+# Q2 Sales Achievement
+| Salesperson | Q2 Target | Q2 Achievement | Percentage |
+| --- | --- | --- | --- |
+| MIR TOWSEEF | 390,000 | 678,353 | 173.94% |
+| ABDULLAH ALQAHTANI | 180,000 | 189,490 | 105.27% |
+| Khalil J. Balkhi | 180,000 | 225,448 | 125.25% |
+| WAAD AL AJMI | 80,000 | 2,200 | 2.75% |
+| JAMEEM JABBAR | 125,000 | 4,800 | 3.84% |
+| NORAH ALSUBAIE | 75,000 | 0 | 0.00% |
+| TOTAL | 1,030,000 | 1,102,991 | 107.09% |
+
+
+# July Performance
+| Salesperson | Target | Achievement | Invoiced | Unbilled |
+| --- | --- | --- | --- | --- |
+| Mir Towseef | 150,000 | 23,310 | | 23,310 |
+| Abdullah Qahtani | 75,000 | 21,995 | | 21,995 |
+| Khalil Jibran | 75,000 | 13,475 | 13,475 | |
+| Jameel Jabbar | 45,000 | 49,500 | | 49,500 |
+| Nourah | 45,000 | - | | |
+| Aiena Bilal | 35,000 | 2,000 | 2,000 | |
+| Total | 425,000 | 110,280 | 15,475 | 94,805 |
+| Client List | Total Person Trained | Amount |
+| --- | --- | --- |
+| AMAZON | 74 | 23,310 |
+| PTC | 83 | 21,995 |
+| XRAIL | 49 | 13,475 |
+| GEOMANTIX INTEGRATED COMPANY | 55 | 49,500 |
+
+
+# Ongoing business
+| Sales Person | New Clients | Po Received Or Email Confirmation | Expecting Po |
+| --- | --- | --- | --- |
+| Abdullah | SNB BANK | 38,700 | |
+| | IKEA | 18,500 | |
+| | CEER MOTOR | 160,000 | |
+| | ESNAD | | 60,000 |
+| | GASCO | | 55,000 |
+| Jameel | Geomantix Integrated Company | 49,500 | |
+| | SENDDEX | | 227,000 |
+| | SHAPOORJI | | 150,000 |
+| | SAUDI MEDIA | | 42,000 |
+| | Artkins | | 118,000 |
+| | Qiddiya | 23rd July | |
+| | SAJCO | | 17,000 |
+| Nourah | DELTA ALREDA | 17,163 | |
+| | SEITO | | 17,850 |
+| | Al Faris Group | | 102,675 |
+| | Al Riyadh Al Saree | | 58,650 |
+
+
+# Ongoing business
+| Sales Person | New Clients | Po Received Or Email Confirmation | Expecting Po |
+| --- | --- | --- | --- |
+| Aiena | Al Ayooni Contracting | 12,870 | |
+| | Al Othaim | 12,000 | |
+| | Rua Al Madina Holding | 18,975 | |
+| | ASAS Holding | - | 120,000 |
+| | ENGIE | 18,150 | |
+| Khalil | TABUK PHARMACY | 7,560 | |
+| | Xrail | 22,000 | |
+| | Sunbulah Group | 120,000 | |
+| | Al Qadsiah Club | 15,000 | |
+| | PBIC | - | 23,000 |
+| | Novartis | - | 7,000 |
+| Mir | GSK | 21,000 | |
+| | Al Watania Poultry | | 98,000 |
+| | YUKSEL | 9000 | |
+| | BAJA | 22,500 | |
+| | Alkhorayef Water and Power Technologies | - | 110,000 |
+
+
+# Challenge
+| Challenge | Practical Solution |
+| --- | --- |
+| Allocation and Management of Trainers and Training Resources | Conduct a resource assessment before the training, including the availability of trainers, equipment, training materials, and facilities. |
+| Challenges in Training Program Planning and Coordination | Develop a comprehensive training plan and schedule, communicate training dates and requirements well in advance, assign a training coordinator to oversee planning activities, |
+
+
+
+
+
+
+
+
+
+
+
+### Notes:
\ No newline at end of file
diff --git a/DS_Guideline_LOW_1.md b/DS_Guideline_LOW_1.md
new file mode 100644
index 000000000..0c6e3a0af
--- /dev/null
+++ b/DS_Guideline_LOW_1.md
@@ -0,0 +1,751 @@
+ﻮـــﻜﺘــﺑﺎﺳ
+SAPTCO
+ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ
+BRAND
+SDS
+GUIDELINES
+2026 SDS GUIDELINES | 01
+SAPTCO Driving School
+
+CONTENT
+| 1 INTRODUCTION | 5 GRAPHICS | 8 STATIONERY | 10 APPLICATIONS |
+| -------------- | ----------- | ------------ | --------------- |
+| | ICONS | LETTERHEAD | LETTERHEAD |
+| 2 LOGO | | | ID CARD |
+| | SHAPES | FOLDER | |
+BUSINESS CARD
+LOGO
+ENVELOP DL
+| LOGO STRUCTURE | | | MUPI |
+| -------------- | --- | --- | ---- |
+6 LIVERY
+ID CARD
+APP
+CLEAR SPACE
+| | CARS | BUSINESS CARD | |
+| --- | ---- | ------------- | --- |
+COLOR VRIATIONS
+TRUCKS
+STAMP
+| USAGE RESTRICTIONS | BUSSES | | |
+| ------------------ | ------ | --- | --- |
+9 SOCIAL MEDIA
+3 COLORS
+7 APPAREL
+CONTENT
+PRIMARY
+UNIFORM
+LETTERHEAD
+| SECONDARY | CAP | | |
+| --------- | --- | --- | --- |
+ID CARD
+BUSINESS CARD
+4 TYPOGRAPHY
+MUPI
+ARABIC
+APP
+ENGLISH
+SDS GUIDELINES | 02
+
+BRAND
+INTRODUCTION
+SDS GUIDELINES | 03
+
+BRAND
+INTRODUCTION
+SAPTCO Driving School was founded on a
+legacy of over 45 years of experience in the
+transportation industry.
+SAPTCO has always been a symbol of trust,
+discipline, and safety on the roads.
+From this legacy, our new vision was born to train
+and empower a new generation of responsible
+ﻮـــﻜﺘــﺑﺎﺳ
+SAPTCO
+and confident drivers. We believe that driving is
+not just a skill, but a culture and behavior that
+reflects the driver’s awareness and respect for
+ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ
+others on the road.
+That’s why SAPTCO Driving School provides an
+integrated training experience combining
+discipline and professionalism with flexibility and
+continuous development.
+Our modern facilities include a training yard
+covering 75% of the premises, equipped with
+realistic driving tracks, advanced technology,
+and qualified instructors holding multiple
+international certifications, ensuring every
+trainee is fully prepared for the road with
+complete confidence.
+SDS GUIDELINES | 04
+
+BRAND
+LOGO
+LOGO
+LOGO STRUCTURE
+COLOR VARIATIONS
+USAGE RESTRICTIONS
+CLEAR SPACE
+SDS GUIDELINES | 05
+
+BRAND
+LOGO
+LOGO
+Inspired from Road and Rounded square. Road,
+Reflects the learner’s journey, symbolizing
+direction, progress, and the path toward
+mastering safe and responsible driving.
+Rounded square combines the solidity and
+stability of the square with the flexibility and flow
+of rounded edges.
+ﻮـــﻜﺘــﺑﺎﺳ
+SAPTCO
+This fusion reflects the philosophy of the Driving
+School: strict discipline and adherence to rules
+on one side, and adaptability in training and
+ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ
+learning on the other.
+SDS GUIDELINES | 06
+
+BRAND
+LOGO
+LOGO STRUCTURE
+SYMBOL WORDMARK
+ﻮـــﻜﺘــﺑﺎﺳ
+SAPTCO
+ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ
+SDS GUIDELINES | 07
+
+BRAND
+LOGO
+COLOR VARIATIONS
+ﻮـــﻜﺘــﺑﺎﺳ ﻮـــﻜﺘــﺑﺎﺳ
+SAPTCO SAPTCO
+ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ
+ﻮـــﻜﺘــﺑﺎﺳ ﻮـــﻜﺘــﺑﺎﺳ
+SAPTCO SAPTCO
+ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ
+SDS GUIDELINES | 08
+
+BRAND
+LOGO
+USAGE RESTRICTIONS
+To protect the integrity and consistency of the
+Saptco Driving School brand, the logo must
+always be used correctly. ﻮـــﻜﺘــﺑﺎﺳ ﻮـــﻜﺘــﺑﺎﺳ
+SAPTCO SAPTCO
+ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ
+Always use approved master artwork. Never alter
+or recreate the Brand Identity. These are
+examples of incorrect uses of the Brand
+Identity. Do Not Warp The Brandmark Do Not Use Any Effect On The Brandmark Do Not Change The Color
+ﻮـــﻜﺘــﺑﺎﺳ ﻮـــﻜﺘــﺑﺎﺳ
+SAPTCO SAPTCO
+ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ
+Do Not Vertically Or Horizontally Distrot Do Not Add Any Glow On The Barndmark Do Not Add Strokes On The Brandmark
+The Brandmark
+SDS GUIDELINES | 09
+
+BRAND
+LOGO
+CLEAR SPACE
+The clear space around the logo ensures
+visibility and legibility. It is the area around a logo
+which must stay clear and visible of any other
+elements such as imagery or type.
+The clear space around the SAPTCO driving
+school logo is determined using the “L letter”
+ﻮـــﻜﺘــﺑﺎﺳ
+SAPTCO
+part taken from the Logo which represents the
+minimum buffer zone.
+ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ
+SDS GUIDELINES | 10
+
+BRAND
+COLORS
+PRIMARY
+SECONDARY
+SDS GUIDELINES | 11
+
+BRAND
+COLORS
+PRIMARY
+DARK BLUE
+#183560
+R24 G53 B96 80% 60% 40% 20%
+C100 M85 Y36 K26
+GREEN
+#3D8540
+R61 G133 B64 80% 60% 40% 20%
+C79 M26 Y100 K11
+GRAY
+#858585
+R133 G133 B133 80% 60% 40% 20%
+C50 M42 Y42 K6
+SDS GUIDELINES | 12
+
+BRAND
+COLORS
+SECONDRY
+DARK GRAY
+#383C3F
+R56 G60 B63 80% 60% 40% 20%
+C72 M62 Y58 K49
+BLUE
+#204C7B
+R32 G76 B123 80% 60% 40% 20%
+C95 M75 Y27 K11
+LIGHT GRAY
+#D8DFE7
+R216 G223 B231 80% 60% 40% 20%
+C14 M8 Y5 K0
+SDS GUIDELINES | 13
+
+BRAND
+COLORS
+GRADIENT
+SDS GUIDELINES | 14
+
+BRAND
+TYPOGRAPHY
+ARABIC
+ENGLISH
+SDS GUIDELINES | 15
+
+BRAND
+TYPOGRAPHY
+ARABIC
+ث ت ب أ
+CAIRO
+Cairo is a contemporary Arabic and Latin
+typeface family.
+Extending the famous Latin typeface family
+Titillum Web to support the Arabic script, with a
+ض ص ش س ز ر ذ د خ ح ج ث ت ب أ
+design that is based on the Kufi calligraphic
+style. Cairo balances classic and contemporary
+tastes with wide open counters and short
+ascenders and descenders that minimize length
+ي و ه ن م ل ك ق ف غ ع ظ ط
+while maintaining easy readability.
+يدﺎﻋ
+ﺾﻳ ﺮﻋ | ﻂﺳﻮﺘﻣ | | ﻞﻴﺤﻧ
+SDS GUIDELINES | 16
+
+BRAND
+TYPOGRAPHY
+ENGLISH
+POPPINS
+A B C D
+Poppins typeface relies heavily on perfect
+geometric shapes. Its characters appear in
+forms resembling pure circles, squares, and
+triangles. For example, the letter 'O' is almost a
+perfect circle, which gives it a clean and modern A B C D E F G H I J K L M N
+appearance. the font is characterized by high
+clarity and readability, lending it a contemporary
+and minimalistic feel.
+O P Q R S T U V W X Y Z
+THIN | LIGHT | REGULAR | MEDIUM | BOLD
+SDS GUIDELINES | 17
+
+BRAND
+GRAPHICS
+ICONS
+SHAPES
+SDS GUIDELINES | 18
+
+BRAND
+GRAPHICS
+ICONS
+The icons of the visual identity was built and
+designed to reflect the dynamic spirit of the
+brand, where the geometric shapes and angles
+were directly inspired by the lines and curves of
+the primary logo.
+SDS GUIDELINES | 19
+
+BRAND
+GRAPHICS
+SHAPES
+This shape is directly derived from the number
+of elements within the logo, which align in an
+ascending progression. This masterfully
+symbolizes the sequential stages of training
+and skill development within the driving school,
+guiding learners step-by-step toward driving
+mastery.
+SDS GUIDELINES | 20
+
+BRAND
+GRAPHICS
+SHAPES
+Road, Reflects the learner’s journey, symbolizing
+direction, progress and the path toward
+mastering safe and responsible driving.
+SDS GUIDELINES | 21
+
+BRAND
+LIVERY
+CARS
+BUSSES
+TRUCKS
+BIKES
+BRAND GUIDELINES SDS GUIDELINES | 22
+
+01
+BRAND
+LIVERY
+CARS
+CARS
+The car design was inspired by the logo, with
+curves added and colored blue, while the rear
+side of the car was colored green. The numbers,
+if shown in green, represent the trainers, and if
+shown in gray, represent the evaluator/examiner.
+The logo is placed in the middle of the driver’s
+door.
+01
+SAPTCOﻮـــﻜﺘــﺑﺎﺳ
+ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ
+SDS GUIDELINES | 23
+
+BRAND
+LIVERY
+TRUCKS
+TRUCKS
+The truck design is based on a white color
+scheme, with logo elements such as curves
+formed in blue, along with the presence of green.
+The logo is added to the corner of the truck in a
+large size.
+A smaller version of the logo is also placed on
+the front of the truck. On large trucks, the logo is
+added to the driver’s door, while
+on small trucks, the logo is placed at the top of
+the truck.
+The numbers in green represent the truck’s
+operational number and are positioned on the
+front of the truck.
+SDS GUIDELINES | 24
+
+BRAND
+LIVERY
+BUSSES
+BUSSES
+ﻮـــﻜﺘــﺑﺎﺳ
+SAPTCO
+ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ
+The bus design is based on adding elements of
+the logo, such as the curves. The first curve in
+blue is added and placed at the front of the bus,
+沙特NF7整车布置图初版-20240727
+while the second curve in green is added to the
+rear of the bus. The logo is placed between the
+curves. As for the numbers the operating
+number, they are added to the front of the bus.
+01
+SAPTCOﻮـــﻜﺘــﺑﺎﺳ
+ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ
+SDS GUIDELINES | 25
+
+BRAND
+LIVERY
+BIKES
+BIKES
+The bikes design is based on the curves found in
+the logo, shaped in green and blue, with the logo
+added next to it in white.
+SDS GUIDELINES | 26
+
+BRAND
+STATIONERY
+LETTERHEAD
+FOLDER
+ENVELOP DL
+ID CARD
+BUSINESS CARD
+STAMP
+SDS GUIDELINES | 27
+
+BRAND
+STATIONERY
+LETTERHEAD
+SAPTCOﻮـــﻜﺘــﺑﺎﺳ
+ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ
+A4 Paper Size
+W: 21 cm
+H: 29.7 cm
+Logo Size
+W: 8 cm
+Logo Placement
+W: 1.5 cm
+H: 1.5 cm
+Font Size
+12 pt
+Saptco Driving School C.R 4030297150 ت.س ةدﺎﻴﻘﻟا ﻢﻴﻠﻌﺘﻟ ﻮﻜﺘﺑﺎﺳ ﺔﻛﴍ
+N.A: JDMC3706 T: 920032224
+SDS GUIDELINES | 28
+
+BRAND
+STATIONERY
+Arabic English
+LETTERHEAD
+SAPTCOﻮـــﻜﺘــﺑﺎﺳ SAPTCOﻮـــﻜﺘــﺑﺎﺳ
+ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ
+A4 Paper Size
+,ﺪﻌﺑو ﺔﺒﻴﻃ ﺔﻴﺤﺗ Dear ...,
+W: 21 cm
+| ـﻟا تاذ ﻂﺋﺎﺤﻟا ﺔﻋﺎﺳ لوﺎﺤﺗ ﺚﻴﺣ ،درﻮﻟا ءﺎﻤﺑ ﺔﻟﻮﻘﺼﻣ ءﺎﻤﺳ ﻲﻓ ﺔﻤﻳﺪﻘﻟا ﺔﻳﺪﻠﺠﻟا تﺎﺒﻨﻜﻟا ﺔﻴﻄﻏأ ﺮﻳﺎﻄﺘﺗ | | | | Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore |
+| --------------------------------------------------------------------------------------------- | --- | --- | --- | ----------------------------------------------------------------------- |
+H: 29.7 cm ﻞﻤَّ
+| ﺤﻤﻟا ءاﺮﺤﺼﻟا رﺎﻄﻘﺑ ﻖﺤﻠﺗ نأ ﺔﻌﺑﺮﻤﻟا ﺔﻟﺎﻘﺗﱪﻠﻟ ﻦﻜﻤﻳ ﻻ اذﺎﻤﻟ ﻲﺟﺎﺟﺰﻟا ﻊﺠﺒﻟا ﻦﻳﺬﻟا لﺎﺜﻤﺘﻟ حﴩﺗ نأ ﺔﺛﻼﺜﻟا | | | | psumLorem ipsumLorem ipsumLorem ipsumLorem Lorem ipsumLorem ipsumLore |
+| ------------------------------------------------------------------------------------------------- | --- | --- | --- | ---------------------------------------------------------------------- |
+ﻪﺒﺸﺗ ﺎﺗًاﻮﺻأ ﻖﻠﻄﻳُ ﺔﺋﺪﺼﻟا ﺢﻴﺗﺎﻔﻤﻟا ﻒﻴﻔﺣ نإ .ﺔﺑﻮﻠﻘﻣ تﺎﻣاﺮﻫأ ﻞﻜﺷ ﲆﻋ ﺔﻳﻮﻄﻤﻟا ﺔﻴﻗرﻮﻟا ﻞﻳدﺎﻨﻤﻟﺎﺑ
+ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsum ipsumLorem ipsumLore
+| ةﺪﻴﺣﻮﻟا ةﺮﺠﺸﻠﻟ ﻲﻧاﻮﺟرﻷا ﻞﻈﻟا نأ ﻲﻓ اﺪً | | ﻳﺪﺤﺗ ﺐﺒﺴﻟا ﻮﻫ اﺬﻫو ،مﻮﺠﻨﻟا رﺎﺒﻏ ﻦﻣ عﻮﻨﺼﻣ ﺮﺗو ﲆﻋ نﺎﻤﻜﻟا | | ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsu |
+| ---------------------------------------------------------------------------------------------- | --- | ------------------------------------------------------ | --- | ----------------------------------------------------------------------- |
+| ن ﺔﻳﺬﺣﻷا نأ ﱃإ ﲑﺸﻳ ﻞﻴﻟد يأ ﺪﺟﻮﻳ ﻻ .ﴈﺎﻤﻟا ءﺎﺛﻼﺜﻟا مﻮﻳ ءاﺪﻏ ﻦﻣ ﻲﻘﺒﺘﻤﻟا ﺔﻳﺪﺠﺑﻷا ءﺎﺴﺣ لوﺎﻨﺗ ﲆﻋ ﴫﻳ | | | | Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore |
+ ﺾﻴﻣﻮﺑ ةءﺎﻀﻤﻟا فﻮﻬﻜﻟا هﺎﺠﺗﺎﺑ ﺎﻳًﻮﻨﺳ ﺮﺟﺎﻬﺗ ﻲﻬﻓ ،ئدﺎﻬﻟا ﻂﻴﺤﻤﻟا عﺎﻗ ﻲﻓ ءﺎﻘﺒﻟا ﻞﻀﻔﺗ ﺔﻴﻃﺎﻄﻤﻟا
+Logo Size
+| ﺖﻧﺎﻛ ﺎﻤﻨﻴﺑ ،سﻮﻜﻌﻤﻟا ﻦﻣﺰﻟا ﺔﻋﴎ سﺎﻴﻘﻟ ﺎﻤً | | ﻳﺪﻗ مﺪﺨﺘﺴﺗ ﺖﻧﺎﻛ ﱵﻟاو ،ﺮﺠﺤﺘﻤﻟا ﺐﺸﺨﻟا ﻦﻣ ﺔﻋﻮﻨﺼﻤﻟا | | |
+| ---------------------------------------- | --- | ----------------------------------------------- | --- | --- |
+Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore
+| | .ﺔﺟﺰﻠﻟا تﻮﺒﻜﻨﻌﻟا طﻮﻴﺧ ﻦﻣ غﺎﺼﻤُ | | ﻟا ﺞﻠﺜﻟا ﻞﺒﺟ ﻲﻓ ﺔﻄﻘﻧ ﲆﻋأ ﻮﺤﻧ ﲑﺸﺗ ﺔﻠﺻﻮﺒﻟا | Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore |
+| --- | ------------------------------ | --- | ---------------------------------------- | ---------------------------------------------------------------------- |
+W: 8 cm
+Lorem ipsumLorem ipsum.
+| ﻒﺗﺎﻬﻟا مﺎﻗرأ ﻚﺑﺎﺸﺘﺗ .تﺎﺳﺪﻋ ﻼﺑ ةءاﺮﻗ ةرﺎﻈﻧ يﺪﺗﺮﻳ ﱯﻄﻗ بد رﻮﻀﺣ ﻲﻓ ﻻإ ﺎﻬﺴﻔﻧ ﺢﺘﻓ ﺔﻴﺋﺎﻤﻟا ناﻮﻟﻷا | | | | Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore |
+| ------------------------------------------------------------------------------------------ | --- | --- | --------------------------------------------------- | ----------------------------------------------------------------------- |
+| لﺎﻴﺨﻟا تﺎﺗﺎﺒﻧ ﻮﻤﻨﺗ ﺚﻴﺣ ،ﺔﻴﺴﻨﻤﻟا تﺎﻳﺮﻛﺬﻟا ﻞﻘﺣ لﻮﺣ ﺎﻜً | | | ﺋﺎﺷ ﺎﺟً ﺎﻴﺳ ﻞﻜ ّ ﺸﺘُﻟ ةدرﺎﺒﻟا ﺮﻤﻘﻟا ﺔﻌﺷأ ﻊﻣ ﺔﻤﻳﺪﻘﻟا | Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore |
+ّ
+ ﺦﺒﻃ بﺎﺘﻛ لوﺎﺤﻳ ،ﺔﻴﻟﺎﻴﺨﻟا ﺔﺒﺘﻜﻤﻟا ﻦﻣ ﻢﻠﻈﻣ ﻦﻛر ﻲﻓو .ﺔﻟﻮﻘﺼﻤﻟا ﲑﻏ ندﺎﻌﻤﻟا ﲔﻧر ﲆﻋ ىﺬﻐﺘﺗ ﱵﻟا ﺔﺸﻬﻟا
+Logo Placement Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore
+ يﴪﻳﻮﺴﻟا ﱭﺠﻟا ﺢﺋاﴍ ﻦﻣ ﺔﻋﻮﻨﺼﻣ ﺔﻌﺒﻗ تﺪﺗرا ﺎﻣ اذإ ﲑﻄﺗ نأ ﻊﻴﻄﺘﺴﺗ ﺎﻬﻧﺄﺑ ﺔﻴﻃﺎﻄﻣ ةﺎﺤﻤﻣ ﻊﻨﻘﻳ نأ ﻢﻳﺪﻗ
+| ىﻮﺳ ﺖﺴﻴﻟ ﺔﻴﻤﺳﻮﻤﻟا حﺎﻳﺮﻟا نﺄﺑ ةرﻮﺴﻜﻣ ةآﺮﻣ بﺮﻗﻷ رﻮﺠﻬﻣ عﺎﻳﺬﻣ ﺲﻤﻬﻳ ﺎﻤﻨﻴﺑ ثﺪﺤﻳ اﺬﻫ ﻞﻛ .بﻮﻘﺜﻤﻟا | | | | Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore |
+| ------------------------------------------------------------------------------------------ | --- | --- | --- | ----------------------------------------------------------------------- |
+W: 1.5 cm
+.نﺎﻜﻤﻟاو نﺎﻣﺰﻟا ﺔﻄﻳﺮﺧ ﲆﻋ ﺪﻌﺑ ﻢﺳﺮﻳُ ﻢﻟ ﻞﺒﻘﺘﺴﻣ ﱃإ ﺎﻬﻘﻳﺮﻃ تﺪﻘﻓ ﺔﺷاﺮﻓ ﻦﻣ ﺔﻨﻳﺰﺣ ﺔﺴﻤﻫ
+psumLorem ipsumLorem ipsumLorem ipsumLorem Lorem ipsumLorem ipsumLore
+ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsum ipsumLorem ipsumLore
+H: 1.5 cm ﻢﺗ ﺪﻗ ﺔﺣﱰﻘﻤﻟا ﺔﻴﻨﻣﺰﻟا ﺔﻓﻮﻔﺼﻤﻟا نﺄﺑ دﺎﻔﻳُ ،ﺔﻠﺼﻟا تاذ ﺔﻴﻬﻴﺟﻮﺘﻟا ئدﺎﺒﻤﻟاو ﺔﻘﺑﺎﺴﻟا تﻼﺳاﺮﻤﻟا ﲆﻋ ﺎًﻔﻄﻋ
+ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsu
+ ﺪﻴﻗ لاﺰﺗ ﻻ ﺔﻴﻣاﺰﻟﻹا ﺔﻳرﺎﻴﻌﻤﻟا نأ ﻢﻏر ،ﺔﻴﺘﺴﺟﻮﻠﻟا ةءﺎﻔﻜﻟا قﺎﻄﻧ ﻲﻓ ﺔﻌﻗﻮﺘﻤﻟا تﺎﺑﺬﺑﺬﺘﻟا ﻊﻣ ﺐﺳﺎﻨﺘﺘﻟ ﺎﻬﻔﻴﻴﻜﺗ
+Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore
+| ﻲﻤﻴﻫﺎﻔﻤﻟا رﺎﻃﻹا تﺎﺟﺮﺨﻣ نأ ﲆﻋ ﺪﻴﻛﺄﺘﻟا ﺐﺟو ،ﻪﻴﻠﻋ ءً | | ﺎﻨﺑو .ﺔﻳﻮﻧﺎﺜﻟا تﺎﻧﺎﻴﺒﻠﻟ ﺔﺟﺮﺤﻟا ﺔﻠﺘﻜﻟا ﺺﺨﻳ ﺎﻤﻴﻓ ﻢﻴﻴﻘﺘﻟا | | |
+| -------------------------------------------------- | --- | ------------------------------------------------------ | --- | --- |
+ ﻖﻓاﻮﺘﻟا ﱃإ ﺔﺟﺎﺤﻟا ءﺎﻐﻟإ ةروﴐ ﱃإ ﴤﻔﻳُ ﺎﻤﻣ ،ةرﱪﻤﻟا ﲑﻏ تﻼﺧﺪﻤُ
+ﻠﻟ ﺔﻠﻣﺎﺷ ﺔﻠﻜﻴﻫ ةدﺎﻋإ ﴤﺘﻘﺗ Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore
+| ﱃإ فﺪﻬﺗ تاءاﺮﺟﻹا هﺬﻫ نأ ﱃإ رﺎﺸﻳُو .ةروﴬﻟﺎﺑ ﺔﻄﺒﺗﺮﻤﻟا ﲑﻏ ﻲﻣﺮﻬﻟا ﻞﺴﻠﺴﺘﻟا ﴏﺎﻨﻋ ﻊﻣ ﱄﻮﻛﻮﺗوﱪﻟا | | | | Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore |
+| ---------------------------------------------------------------------------------------- | --- | --- | --- | ---------------------------------------------------------------------- |
+Font Size
+ ﺔﻴﻟآ ﲆﻋ ﻆﻔﺤﺘﻟا ﻊﻣ ،ﺔﻣاﺪﺘﺴﻤﻟا تﺎﻴﺿﺮﻔﻟاو ﺔﺳﻮﻤﻠﻤﻟا ﲑﻏ تاﲑﻐﺘﻤﻟا ﲔﺑ ﻲﺠﻴﺗاﱰﺳﻻا ﻞﻣﺎﻜﺘﻟا ﺰﻳﺰﻌﺗ
+Lorem ipsumLorem ipsum.
+.عوﴩﻤﻟا ﻦﻣ ﺔﻘﺣﻼﻟا ﻞﺣاﺮﻤﻟا ﻲﻓ ﻞﻴﻌﻔﺘﻟا
+12 pt
+Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore
+ﲒﻔﺤﺘﻟا تﺎﻴﻟﻵ ﺔﻳﺮﻫﻮﺠﻟا ﺔﻴﺿﺮﻔﻟا نأ هدﺎﻔﻣ جﺎﺘﻨﺘﺳا ﱃإ ﻞﺻﻮﺘﻟا ﻢﺗ ،ﺔﻘﻓﺮﻤﻟا ﺔﻴﻧﺎﻴﺒﻟا تﺎﺼﺨﻠﻤﻟﺎﺑ ﺎًﻗﺎﺤﻟإ
+Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore
+| ﲑﻏ ﺔﻴﺿاﱰﻓﻻا تﺎﺼﻨﻤﻟاو ﺔﻴﻓﺮﻌﻤﻟا ﺔﻟﻮﻴﺴﻟا تاﴍﺆﻣ ﲔﺑ ﺔﻴﻤّ | | | ﻜﻟا تﻼﻋﺎﻔﺘﻠﻟ ﺔﻳرﺬﺟ ﺔﻌﺟاﺮﻣ ﺐﻠﻄﺘﺗ يروﺪﻟا | |
+| ---------------------------------------------------- | --- | --- | -------------------------------------- | --- |
+Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore
+ ﺪﻨﻋ ﺔﻇﻮﺤﻠﻣ ﺔﻴﺋﺎﺼﺣإ تﺎﻓاﺮﺤﻧا ﺮﻬﻇأ ﺪﻗ دﺎﻌﺑﻷا دﺪﻌﺘﻤﻟا جذﻮﻤﻨﻟا ﻖﻴﺒﻄﺗ نﺈﻓ ،سﺎﺳﻷا اﺬﻫ ﲆﻋو .ﺔﻠﻌَّ
+ﻔﻤُ ﻟا
+| قﺎﻴﺴﻟا اﺬﻫ ﻲﻓ ،يروﴬﻟا ﻦﻣو .ﺔﻴﺳﺎﺳﻷا ﺔﻴﻔﻴﻨﺼﺘﻟا تﺎﻴﻄﻌﻤﻟا لواﺪﺟ ﻲﻓ شﺎﻤﻜﻧﻻا ﻂﺳﻮﺘﻤﺑ ﻪﺘﻧرﺎﻘﻣ، | | | | Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore |
+| ------------------------------------------------------------------------------------------- | --- | --- | --- | ---------------------------------------------------------------------- |
+| ﻊﻳزﻮﺘﺑ ةً ﴍﺎﺒﻣ ﺮﺛﺄﺘﺗ ﱵﻟا ﺔﻴﻠﻴﻐﺸﺘﻟا ةءﺎﻔﻜﻟا تادﺪﺤﻣ ﻦﻋ ﺔﻠﻘﺘﺴﻤﻟا تاﲑﻐﺘﻤﻟا ﻞﺼﻓ ﺔﻴﻤﻫأ ﱃإ ةرﺎﺷﻹا | | | | psumLorem ipsumLorem ipsumLorem ipsumLorem Lorem ipsumLorem ipsumLore |
+ ﻪﻴﻠﻋ ﻖﻔﺘﻤُ ﻟا ﻲﻌﺟﺮﻤﻟا رﺎﻃﻹا ﲆﻋ ﺮﺛﺆﺗ ﺪﻗ ﱵﻟا دﺎﻌﺑﻷا ﺔﻓﺎﻛ ﻖﻴﺛﻮﺗ ةروﴐ ﻊﻣ ،سﺎﻴﻘﻠﻟ ﺔﻠﺑﺎﻘﻟا ﲑﻏ ﴏﺎﻨﻌﻟا
+.ﺔﻄﺑاﱰﻤﻟا ﲑﻏ تﺎﻴﺠﻬﻨﻤﻠﻟ لﺎﺜﺘﻣﻻا نﺎﻤﻀﻟ ﺎًﻘﺑﺎﺳ
+Saptco Driving School C.R 4030297150 ت.س ةدﺎﻴﻘﻟا ﻢﻴﻠﻌﺘﻟ ﻮﻜﺘﺑﺎﺳ ﺔﻛﴍ Saptco Driving School C.R 4030297150 ت.س ةدﺎﻴﻘﻟا ﻢﻴﻠﻌﺘﻟ ﻮﻜﺘﺑﺎﺳ ﺔﻛﴍ
+N.A: JDMC3706 T:920032224 N.A: JDMC3706 T: 920032224
+SDS GUIDELINES | 29
+
+BRAND
+STATIONERY
+Arabic English
+PARTNERSHIP LETTERHEAD
+SAPTCOﻮـــﻜﺘــﺑﺎﺳ SAPTCOﻮـــﻜﺘــﺑﺎﺳ
+ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ
+by SAPTCO by SAPTCO
+A4 Paper Size
+W: 21 cm ,ﺪﻌﺑو ﺔﺒﻴﻃ ﺔﻴﺤﺗ Dear ...,
+ـﻟا تاذ ﻂﺋﺎﺤﻟا ﺔﻋﺎﺳ لوﺎﺤﺗ ﺚﻴﺣ ،درﻮﻟا ءﺎﻤﺑ ﺔﻟﻮﻘﺼﻣ ءﺎﻤﺳ ﻲﻓ ﺔﻤﻳﺪﻘﻟا ﺔﻳﺪﻠﺠﻟا تﺎﺒﻨﻜﻟا ﺔﻴﻄﻏأ ﺮﻳﺎﻄﺘﺗ Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore
+H: 29.7 cm
+ﻞﻤَّ ﺤﻤﻟا ءاﺮﺤﺼﻟا رﺎﻄﻘﺑ ﻖﺤﻠﺗ نأ ﺔﻌﺑﺮﻤﻟا ﺔﻟﺎﻘﺗﱪﻠﻟ ﻦﻜﻤﻳ ﻻ اذﺎﻤﻟ ﻲﺟﺎﺟﺰﻟا ﻊﺠﺒﻟا ﻦﻳﺬﻟا لﺎﺜﻤﺘﻟ حﴩﺗ نأ ﺔﺛﻼﺜﻟا psumLorem ipsumLorem ipsumLorem ipsumLorem Lorem ipsumLorem ipsumLore
+ﻪﺒﺸﺗ ﺎﺗًاﻮﺻأ ﻖﻠﻄﻳُ ﺔﺋﺪﺼﻟا ﺢﻴﺗﺎﻔﻤﻟا ﻒﻴﻔﺣ نإ .ﺔﺑﻮﻠﻘﻣ تﺎﻣاﺮﻫأ ﻞﻜﺷ ﲆﻋ ﺔﻳﻮﻄﻤﻟا ﺔﻴﻗرﻮﻟا ﻞﻳدﺎﻨﻤﻟﺎﺑ ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsum ipsumLorem ipsumLore
+ةﺪﻴﺣﻮﻟا ةﺮﺠﺸﻠﻟ ﻲﻧاﻮﺟرﻷا ﻞﻈﻟا نأ ﻲﻓ اﺪً ﻳﺪﺤﺗ ﺐﺒﺴﻟا ﻮﻫ اﺬﻫو ،مﻮﺠﻨﻟا رﺎﺒﻏ ﻦﻣ عﻮﻨﺼﻣ ﺮﺗو ﲆﻋ نﺎﻤﻜﻟا ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsu
+ن ﺔﻳﺬﺣﻷا نأ ﱃإ ﲑﺸﻳ ﻞﻴﻟد يأ ﺪﺟﻮﻳ ﻻ .ﴈﺎﻤﻟا ءﺎﺛﻼﺜﻟا مﻮﻳ ءاﺪﻏ ﻦﻣ ﻲﻘﺒﺘﻤﻟا ﺔﻳﺪﺠﺑﻷا ءﺎﺴﺣ لوﺎﻨﺗ ﲆﻋ ﴫﻳ Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore
+ﺾﻴﻣﻮﺑ ةءﺎﻀﻤﻟا فﻮﻬﻜﻟا هﺎﺠﺗﺎﺑ ﺎﻳًﻮﻨﺳ ﺮﺟﺎﻬﺗ ﻲﻬﻓ ،ئدﺎﻬﻟا ﻂﻴﺤﻤﻟا عﺎﻗ ﻲﻓ ءﺎﻘﺒﻟا ﻞﻀﻔﺗ ﺔﻴﻃﺎﻄﻤﻟا
+Logo Size
+ﺖﻧﺎﻛ ﺎﻤﻨﻴﺑ ،سﻮﻜﻌﻤﻟا ﻦﻣﺰﻟا ﺔﻋﴎ سﺎﻴﻘﻟ ﺎﻤً ﻳﺪﻗ مﺪﺨﺘﺴﺗ ﺖﻧﺎﻛ ﱵﻟاو ،ﺮﺠﺤﺘﻤﻟا ﺐﺸﺨﻟا ﻦﻣ ﺔﻋﻮﻨﺼﻤﻟا Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore
+.ﺔﺟﺰﻠﻟا تﻮﺒﻜﻨﻌﻟا طﻮﻴﺧ ﻦﻣ غﺎﺼﻤُ ﻟا ﺞﻠﺜﻟا ﻞﺒﺟ ﻲﻓ ﺔﻄﻘﻧ ﲆﻋأ ﻮﺤﻧ ﲑﺸﺗ ﺔﻠﺻﻮﺒﻟا Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore
+Main logo
+Lorem ipsumLorem ipsum.
+W: 8 cm ﻒﺗﺎﻬﻟا مﺎﻗرأ ﻚﺑﺎﺸﺘﺗ .تﺎﺳﺪﻋ ﻼﺑ ةءاﺮﻗ ةرﺎﻈﻧ يﺪﺗﺮﻳ ﱯﻄﻗ بد رﻮﻀﺣ ﻲﻓ ﻻإ ﺎﻬﺴﻔﻧ ﺢﺘﻓ ﺔﻴﺋﺎﻤﻟا ناﻮﻟﻷا Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore
+لﺎﻴﺨﻟا تﺎﺗﺎﺒﻧ ﻮﻤﻨﺗ ﺚﻴﺣ ،ﺔﻴﺴﻨﻤﻟا تﺎﻳﺮﻛﺬﻟا ﻞﻘﺣ لﻮﺣ ﺎﻜً ﺋﺎﺷ ﺎﺟً ﺎﻴﺳ ﻞﻜ ّ ﺸﺘُﻟ ةدرﺎﺒﻟا ﺮﻤﻘﻟا ﺔﻌﺷأ ﻊﻣ ﺔﻤﻳﺪﻘﻟا Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore
+ّ
+Second logo ﺦﺒﻃ بﺎﺘﻛ لوﺎﺤﻳ ،ﺔﻴﻟﺎﻴﺨﻟا ﺔﺒﺘﻜﻤﻟا ﻦﻣ ﻢﻠﻈﻣ ﻦﻛر ﻲﻓو .ﺔﻟﻮﻘﺼﻤﻟا ﲑﻏ ندﺎﻌﻤﻟا ﲔﻧر ﲆﻋ ىﺬﻐﺘﺗ ﱵﻟا ﺔﺸﻬﻟا Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore
+يﴪﻳﻮﺴﻟا ﱭﺠﻟا ﺢﺋاﴍ ﻦﻣ ﺔﻋﻮﻨﺼﻣ ﺔﻌﺒﻗ تﺪﺗرا ﺎﻣ اذإ ﲑﻄﺗ نأ ﻊﻴﻄﺘﺴﺗ ﺎﻬﻧﺄﺑ ﺔﻴﻃﺎﻄﻣ ةﺎﺤﻤﻣ ﻊﻨﻘﻳ نأ ﻢﻳﺪﻗ
+ىﻮﺳ ﺖﺴﻴﻟ ﺔﻴﻤﺳﻮﻤﻟا حﺎﻳﺮﻟا نﺄﺑ ةرﻮﺴﻜﻣ ةآﺮﻣ بﺮﻗﻷ رﻮﺠﻬﻣ عﺎﻳﺬﻣ ﺲﻤﻬﻳ ﺎﻤﻨﻴﺑ ثﺪﺤﻳ اﺬﻫ ﻞﻛ .بﻮﻘﺜﻤﻟا
+W: 4 CM Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore
+.نﺎﻜﻤﻟاو نﺎﻣﺰﻟا ﺔﻄﻳﺮﺧ ﲆﻋ ﺪﻌﺑ ﻢﺳﺮﻳُ ﻢﻟ ﻞﺒﻘﺘﺴﻣ ﱃإ ﺎﻬﻘﻳﺮﻃ تﺪﻘﻓ ﺔﺷاﺮﻓ ﻦﻣ ﺔﻨﻳﺰﺣ ﺔﺴﻤﻫ
+psumLorem ipsumLorem ipsumLorem ipsumLorem Lorem ipsumLorem ipsumLore
+ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsum ipsumLorem ipsumLore
+ﻢﺗ ﺪﻗ ﺔﺣﱰﻘﻤﻟا ﺔﻴﻨﻣﺰﻟا ﺔﻓﻮﻔﺼﻤﻟا نﺄﺑ دﺎﻔﻳُ ،ﺔﻠﺼﻟا تاذ ﺔﻴﻬﻴﺟﻮﺘﻟا ئدﺎﺒﻤﻟاو ﺔﻘﺑﺎﺴﻟا تﻼﺳاﺮﻤﻟا ﲆﻋ ﺎًﻔﻄﻋ
+ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsu
+ﺪﻴﻗ لاﺰﺗ ﻻ ﺔﻴﻣاﺰﻟﻹا ﺔﻳرﺎﻴﻌﻤﻟا نأ ﻢﻏر ،ﺔﻴﺘﺴﺟﻮﻠﻟا ةءﺎﻔﻜﻟا قﺎﻄﻧ ﻲﻓ ﺔﻌﻗﻮﺘﻤﻟا تﺎﺑﺬﺑﺬﺘﻟا ﻊﻣ ﺐﺳﺎﻨﺘﺘﻟ ﺎﻬﻔﻴﻴﻜﺗ
+Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore
+Logo Placement ﻲﻤﻴﻫﺎﻔﻤﻟا رﺎﻃﻹا تﺎﺟﺮﺨﻣ نأ ﲆﻋ ﺪﻴﻛﺄﺘﻟا ﺐﺟو ،ﻪﻴﻠﻋ ءً ﺎﻨﺑو .ﺔﻳﻮﻧﺎﺜﻟا تﺎﻧﺎﻴﺒﻠﻟ ﺔﺟﺮﺤﻟا ﺔﻠﺘﻜﻟا ﺺﺨﻳ ﺎﻤﻴﻓ ﻢﻴﻴﻘﺘﻟا
+ﻖﻓاﻮﺘﻟا ﱃإ ﺔﺟﺎﺤﻟا ءﺎﻐﻟإ ةروﴐ ﱃإ ﴤﻔﻳُ ﺎﻤﻣ ،ةرﱪﻤﻟا ﲑﻏ تﻼﺧﺪﻤُ ﻠﻟ ﺔﻠﻣﺎﺷ ﺔﻠﻜﻴﻫ ةدﺎﻋإ ﴤﺘﻘﺗ
+Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore
+ﱃإ فﺪﻬﺗ تاءاﺮﺟﻹا هﺬﻫ نأ ﱃإ رﺎﺸﻳُو .ةروﴬﻟﺎﺑ ﺔﻄﺒﺗﺮﻤﻟا ﲑﻏ ﻲﻣﺮﻬﻟا ﻞﺴﻠﺴﺘﻟا ﴏﺎﻨﻋ ﻊﻣ ﱄﻮﻛﻮﺗوﱪﻟا
+W: 1.5 cm Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore
+ﺔﻴﻟآ ﲆﻋ ﻆﻔﺤﺘﻟا ﻊﻣ ،ﺔﻣاﺪﺘﺴﻤﻟا تﺎﻴﺿﺮﻔﻟاو ﺔﺳﻮﻤﻠﻤﻟا ﲑﻏ تاﲑﻐﺘﻤﻟا ﲔﺑ ﻲﺠﻴﺗاﱰﺳﻻا ﻞﻣﺎﻜﺘﻟا ﺰﻳﺰﻌﺗ
+Lorem ipsumLorem ipsum.
+.عوﴩﻤﻟا ﻦﻣ ﺔﻘﺣﻼﻟا ﻞﺣاﺮﻤﻟا ﻲﻓ ﻞﻴﻌﻔﺘﻟا
+H: 1.5 cm
+Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore
+ﲒﻔﺤﺘﻟا تﺎﻴﻟﻵ ﺔﻳﺮﻫﻮﺠﻟا ﺔﻴﺿﺮﻔﻟا نأ هدﺎﻔﻣ جﺎﺘﻨﺘﺳا ﱃإ ﻞﺻﻮﺘﻟا ﻢﺗ ،ﺔﻘﻓﺮﻤﻟا ﺔﻴﻧﺎﻴﺒﻟا تﺎﺼﺨﻠﻤﻟﺎﺑ ﺎًﻗﺎﺤﻟإ
+Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore
+ﲑﻏ ﺔﻴﺿاﱰﻓﻻا تﺎﺼﻨﻤﻟاو ﺔﻴﻓﺮﻌﻤﻟا ﺔﻟﻮﻴﺴﻟا تاﴍﺆﻣ ﲔﺑ ﺔﻴﻤّ ﻜﻟا تﻼﻋﺎﻔﺘﻠﻟ ﺔﻳرﺬﺟ ﺔﻌﺟاﺮﻣ ﺐﻠﻄﺘﺗ يروﺪﻟا
+Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore
+ﺪﻨﻋ ﺔﻇﻮﺤﻠﻣ ﺔﻴﺋﺎﺼﺣإ تﺎﻓاﺮﺤﻧا ﺮﻬﻇأ ﺪﻗ دﺎﻌﺑﻷا دﺪﻌﺘﻤﻟا جذﻮﻤﻨﻟا ﻖﻴﺒﻄﺗ نﺈﻓ ،سﺎﺳﻷا اﺬﻫ ﲆﻋو .ﺔﻠﻌَّ ﻔﻤُ ﻟا
+قﺎﻴﺴﻟا اﺬﻫ ﻲﻓ ،يروﴬﻟا ﻦﻣو .ﺔﻴﺳﺎﺳﻷا ﺔﻴﻔﻴﻨﺼﺘﻟا تﺎﻴﻄﻌﻤﻟا لواﺪﺟ ﻲﻓ شﺎﻤﻜﻧﻻا ﻂﺳﻮﺘﻤﺑ ﻪﺘﻧرﺎﻘﻣ، Lorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLorem ipsumLore
+Font Size ﻊﻳزﻮﺘﺑ ةً ﴍﺎﺒﻣ ﺮﺛﺄﺘﺗ ﱵﻟا ﺔﻴﻠﻴﻐﺸﺘﻟا ةءﺎﻔﻜﻟا تادﺪﺤﻣ ﻦﻋ ﺔﻠﻘﺘﺴﻤﻟا تاﲑﻐﺘﻤﻟا ﻞﺼﻓ ﺔﻴﻤﻫأ ﱃإ ةرﺎﺷﻹا psumLorem ipsumLorem ipsumLorem ipsumLorem Lorem ipsumLorem ipsumLore
+ﻪﻴﻠﻋ ﻖﻔﺘﻤُ ﻟا ﻲﻌﺟﺮﻤﻟا رﺎﻃﻹا ﲆﻋ ﺮﺛﺆﺗ ﺪﻗ ﱵﻟا دﺎﻌﺑﻷا ﺔﻓﺎﻛ ﻖﻴﺛﻮﺗ ةروﴐ ﻊﻣ ،سﺎﻴﻘﻠﻟ ﺔﻠﺑﺎﻘﻟا ﲑﻏ ﴏﺎﻨﻌﻟا
+12 pt .ﺔﻄﺑاﱰﻤﻟا ﲑﻏ تﺎﻴﺠﻬﻨﻤﻠﻟ لﺎﺜﺘﻣﻻا نﺎﻤﻀﻟ ﺎًﻘﺑﺎﺳ
+ﻲﻧﺎﺜﻟا فﺮﻄﻟا لوﻷا فﺮﻄﻟا First Sig Second Sig
+Saptco Driving School C.R 4030297150 ت.س ةدﺎﻴﻘﻟا ﻢﻴﻠﻌﺘﻟ ﻮﻜﺘﺑﺎﺳ ﺔﻛﴍ Saptco Driving School C.R 4030297150 ت.س ةدﺎﻴﻘﻟا ﻢﻴﻠﻌﺘﻟ ﻮﻜﺘﺑﺎﺳ ﺔﻛﴍ
+N.A: JDMC3706 T: 920032224 N.A: JDMC3706 T: 920032224
+SDS GUIDELINES | 30
+
+BRAND
+STATIONERY
+Open Open
+FOLDER
+SAPTCOﻮـــﻜﺘــﺑﺎﺳ
+ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ
+,ﺪﻌﺑو ﺔﺒﻴﻃ ﺔﻴﺤﺗ
+برﺎﻘﻌﻟا تاذ ﻂﺋﺎﺤﻟا ﺔﻋﺎﺳ لوﺎﺤﺗ ﺚﻴﺣ ،درﻮﻟا ءﺎﻤﺑ ﺔﻟﻮﻘﺼﻣ ءﺎﻤﺳ ﻲﻓ ﺔﻤﻳﺪﻘﻟا ﺔﻳﺪﻠﺠﻟا تﺎﺒﻨﻜﻟا ﺔﻴﻄﻏأ ﺮﻳﺎﻄﺘﺗ
+ﻞﻤَّﺤﻤﻟا ءاﺮﺤﺼﻟا رﺎﻄﻘﺑ ﻖﺤﻠﺗ نأ ﺔﻌﺑﺮﻤﻟا ﺔﻟﺎﻘﺗﱪﻠﻟ ﻦﻜﻤﻳ ﻻ اذﺎﻤﻟ ﻲﺟﺎﺟﺰﻟا ﻊﺠﺒﻟا لﺎﺜﻤﺘﻟ حﴩﺗ نأ ﺔﺛﻼﺜﻟا
+Folder Size فﺰ ﻋ ة ﺪ ﻪ ﻴ ﺒ ﺣ ﺸ ﻮ ﺗ ﻟ ا ﺎ ﺗً ة اﻮ ﺮﺠ ﺻ ﺸ أ ﻠ ﻖ ﻟ ﻲ ﻠﻄ ﻧا ﻳُ ﻮ ﺔ ﺟ ﺋﺪ رﻷ ﺼ ا ﻟ ﻞ ا ﻈ ﺢﻴ ﻟ ﺗ ا ﺎ ن ﻔﻤ أ ﻲ ﻟا ﻓ ﻒ اﺪً ﻴﻔ ﻳﺪ ﺣ ﺤ ن ﺗ ﺐ إ . ﺒ ﺔ ﺴ ﺑﻮ ﻟا ﻠ ﻘ ﻮ ﻣ ﻫ ت اﺬ ﺎ ﻫ ﻣا و ﺮﻫ ،م أ ﻮ ﻞ ﺠ ﻜ ﻨﻟ ﺷ ا ر ﺎ ﲆ ﺒﻏ ﻋ ﻦ ﺔ ﻣ ﻳﻮ ع ﻄ ﻮ ﻤ ﻨﺼ ﻟا ﻣ ﺔ ﻴ ﺮ ﻗ ﺗو ر ﻮ ﲆ ﻟا ﻋ ﻞ ﻳ ن د ﺎ ﺎ ﻤ ﻨﻤ ﻜ ﻟﺎ ﻟا ﺑ
+ﺔﻳﺬﺣﻷا نأ ﱃإ ﲑﺸﻳ ﻞﻴﻟد يأ ﺪﺟﻮﻳ ﻻ .ﴈﺎﻤﻟا ءﺎﺛﻼﺜﻟا مﻮﻳ ءاﺪﻏ ﻦﻣ ﻲﻘﺒﺘﻤﻟا ﺔﻳﺪﺠﺑﻷا ءﺎﺴﺣ لوﺎﻨﺗ ﲆﻋ ﴫﻳ
+ﻖﻋﻼﻤﻟا ﺾﻴﻣﻮﺑ ةءﺎﻀﻤﻟا فﻮﻬﻜﻟا هﺎﺠﺗﺎﺑ ﺎﻳًﻮﻨﺳ ﺮﺟﺎﻬﺗ ﻲﻬﻓ ،ئدﺎﻬﻟا ﻂﻴﺤﻤﻟا عﺎﻗ ﻲﻓ ءﺎﻘﺒﻟا ﻞﻀﻔﺗ ﺔﻴﻃﺎﻄﻤﻟا
+ﺖﻧﺎﻛ ﺎﻤﻨﻴﺑ ،سﻮﻜﻌﻤﻟا ﻦﻣﺰﻟا ﺔﻋﴎ سﺎﻴﻘﻟ ﺎﻤًﻳﺪﻗ مﺪﺨﺘﺴﺗ ﺖﻧﺎﻛ ﱵﻟاو ،ﺮﺠﺤﺘﻤﻟا ﺐﺸﺨﻟا ﻦﻣ ﺔﻋﻮﻨﺼﻤﻟا
+Open .ﺔﺟﺰﻠﻟا تﻮﺒﻜﻨﻌﻟا طﻮﻴﺧ ﻦﻣ غﺎﺼﻤُﻟا ﺞﻠﺜﻟا ﻞﺒﺟ ﻲﻓ ﺔﻄﻘﻧ ﲆﻋأ ﻮﺤﻧ ﲑﺸﺗ ﺔﻠﺻﻮﺒﻟا
+ﻒﺗﺎﻬﻟا مﺎﻗرأ ﻚﺑﺎﺸﺘﺗ .تﺎﺳﺪﻋ ﻼﺑ ةءاﺮﻗ ةرﺎﻈﻧ يﺪﺗﺮﻳ ﱯﻄﻗ بد رﻮﻀﺣ ﻲﻓ ﻻإ ﺎﻬﺴﻔﻧ ﺢﺘﻓ ﺔﻴﺋﺎﻤﻟا ناﻮﻟﻷا
+لﺎﻴﺨﻟا تﺎﺗﺎﺒﻧ ﻮﻤﻨﺗ ﺚﻴﺣ ،ﺔﻴﺴﻨﻤﻟا تﺎﻳﺮﻛﺬﻟا ﻞﻘﺣ لﻮﺣ ﺎﻜًﺋﺎﺷ ﺎﺟًﺎﻴﺳ ﻞﻜّﺸﺘُﻟ ةدرﺎﺒﻟا ﺮﻤﻘﻟا ﺔﻌﺷأ ﻊﻣ ﺔﻤﻳﺪﻘﻟا
+W: 44 cm ﺦﺒﻃ بﺎﺘﻛ لوﺎﺤﻳ ،ﺔﻴﻟﺎﻴﺨﻟا ﺔﺒﺘﻜﻤﻟا ﻦﻣ ﻢﻠﻈﻣ ﻦﻛر ﻲﻓو .ﺔﻟﻮﻘﺼﻤﻟا ﲑﻏ ندﺎﻌﻤﻟا ﲔﻧر ﲆﻋ ىﺬﻐﺘﺗ ﱵﻟا ﺔﺸّﻬﻟا
+يﴪﻳﻮﺴﻟا ﱭﺠﻟا ﺢﺋاﴍ ﻦﻣ ﺔﻋﻮﻨﺼﻣ ﺔﻌﺒﻗ تﺪﺗرا ﺎﻣ اذإ ﲑﻄﺗ نأ ﻊﻴﻄﺘﺴﺗ ﺎﻬﻧﺄﺑ ﺔﻴﻃﺎﻄﻣ ةﺎﺤﻤﻣ ﻊﻨﻘﻳ نأ ﻢﻳﺪﻗ
+ىﻮﺳ ﺖﺴﻴﻟ ﺔﻴﻤﺳﻮﻤﻟا حﺎﻳﺮﻟا نﺄﺑ ةرﻮﺴﻜﻣ ةآﺮﻣ بﺮﻗﻷ رﻮﺠﻬﻣ عﺎﻳﺬﻣ ﺲﻤﻬﻳ ﺎﻤﻨﻴﺑ ثﺪﺤﻳ اﺬﻫ ﻞﻛ .بﻮﻘﺜﻤﻟا
+SSSAAAPPPTTTCCCOOOﻮﻮﻮـــــــــﻜﻜﻜﺘﺘﺘــــــﺑﺑﺑﺎﺎﺎﺳﺳﺳ .نﺎﻜﻤﻟاو نﺎﻣﺰﻟا ﺔﻄﻳﺮﺧ ﲆﻋ ﺪﻌﺑ ﻢﺳﺮﻳُ ﻢﻟ ﻞﺒﻘﺘﺴﻣ ﱃإ ﺎﻬﻘﻳﺮﻃ تﺪﻘﻓ ﺔﺷاﺮﻓ ﻦﻣ ﺔﻨﻳﺰﺣ ﺔﺴﻤﻫ
+H: 32 cm ﻢﺗ ﺪﻗ ﺔﺣﱰﻘﻤﻟا ﺔﻴﻨﻣﺰﻟا ﺔﻓﻮﻔﺼﻤﻟا نﺄﺑ دﺎﻔﻳُ ،ﺔﻠﺼﻟا تاذ ﺔﻴﻬﻴﺟﻮﺘﻟا ئدﺎﺒﻤﻟاو ﺔﻘﺑﺎﺴﻟا تﻼﺳاﺮﻤﻟا ﲆﻋ ﺎًﻔﻄﻋ
+ةةةدددﺎﺎﺎﻴﻴﻴﻘﻘﻘﻟﻟﻟااا ﻢﻢﻢــــــﻴﻴﻴﻠﻠﻠﻌﻌﻌﺘﺘﺘﻟﻟﻟ ﺪﻴﻗ لاﺰﺗ ﻻ ﺔﻴﻣاﺰﻟﻹا ﺔﻳرﺎﻴﻌﻤﻟا نأ ﻢﻏر ،ﺔﻴﺘﺴﺟﻮﻠﻟا ةءﺎﻔﻜﻟا قﺎﻄﻧ ﻲﻓ ﺔﻌﻗﻮﺘﻤﻟا تﺎﺑﺬﺑﺬﺘﻟا ﻊﻣ ﺐﺳﺎﻨﺘﺘﻟ ﺎﻬﻔﻴﻴﻜﺗ
+ﻲﻤﻴﻫﺎﻔﻤﻟا رﺎﻃﻹا تﺎﺟﺮﺨﻣ نأ ﲆﻋ ﺪﻴﻛﺄﺘﻟا ﺐﺟو ،ﻪﻴﻠﻋ ءًﺎﻨﺑو .ﺔﻳﻮﻧﺎﺜﻟا تﺎﻧﺎﻴﺒﻠﻟ ﺔﺟﺮﺤﻟا ﺔﻠﺘﻜﻟا ﺺﺨﻳ ﺎﻤﻴﻓ ﻢﻴﻴﻘﺘﻟا
+ﻖﻓاﻮﺘﻟا ﱃإ ﺔﺟﺎﺤﻟا ءﺎﻐﻟإ ةروﴐ ﱃإ ﴤﻔﻳُ ﺎﻤﻣ ،ةرﱪﻤﻟا ﲑﻏ تﻼﺧﺪﻤُﻠﻟ ﺔﻠﻣﺎﺷ ﺔﻠﻜﻴﻫ ةدﺎﻋإ ﴤﺘﻘﺗ
+ﱃإ فﺪﻬﺗ تاءاﺮﺟﻹا هﺬﻫ نأ ﱃإ رﺎﺸﻳُو .ةروﴬﻟﺎﺑ ﺔﻄﺒﺗﺮﻤﻟا ﲑﻏ ﻲﻣﺮﻬﻟا ﻞﺴﻠﺴﺘﻟا ﴏﺎﻨﻋ ﻊﻣ ﱄﻮﻛﻮﺗوﱪﻟا
+ﺔﻴﻟآ ﲆﻋ ﻆﻔﺤﺘﻟا ﻊﻣ ،ﺔﻣاﺪﺘﺴﻤﻟا تﺎﻴﺿﺮﻔﻟاو ﺔﺳﻮﻤﻠﻤﻟا ﲑﻏ تاﲑﻐﺘﻤﻟا ﲔﺑ ﻲﺠﻴﺗاﱰﺳﻻا ﻞﻣﺎﻜﺘﻟا ﺰﻳﺰﻌﺗ
+.عوﴩﻤﻟا ﻦﻣ ﺔﻘﺣﻼﻟا ﻞﺣاﺮﻤﻟا ﻲﻓ ﻞﻴﻌﻔﺘﻟا
+ﲒﻔﺤﺘﻟا تﺎﻴﻟﻵ ﺔﻳﺮﻫﻮﺠﻟا ﺔﻴﺿﺮﻔﻟا نأ هدﺎﻔﻣ جﺎﺘﻨﺘﺳا ﱃإ ﻞﺻﻮﺘﻟا ﻢﺗ ،ﺔﻘﻓﺮﻤﻟا ﺔﻴﻧﺎﻴﺒﻟا تﺎﺼﺨﻠﻤﻟﺎﺑ ﺎًﻗﺎﺤﻟإ
+ﲑﻏ ﺔﻴﺿاﱰﻓﻻا تﺎﺼﻨﻤﻟاو ﺔﻴﻓﺮﻌﻤﻟا ﺔﻟﻮﻴﺴﻟا تاﴍﺆﻣ ﲔﺑ ﺔﻴﻤّﻜﻟا تﻼﻋﺎﻔﺘﻠﻟ ﺔﻳرﺬﺟ ﺔﻌﺟاﺮﻣ ﺐﻠﻄﺘﺗ يروﺪﻟا
+Close ﺪﻨﻋ ﺔﻇﻮﺤﻠﻣ ﺔﻴﺋﺎﺼﺣإ تﺎﻓاﺮﺤﻧا ﺮﻬﻇأ ﺪﻗ دﺎﻌﺑﻷا دﺪﻌﺘﻤﻟا جذﻮﻤﻨﻟا ﻖﻴﺒﻄﺗ نﺈﻓ ،سﺎﺳﻷا اﺬﻫ ﲆﻋو .ﺔﻠﻌَّﻔﻤُﻟا
+قﺎﻴﺴﻟا اﺬﻫ ﻲﻓ ،يروﴬﻟا ﻦﻣو .ﺔﻴﺳﺎﺳﻷا ﺔﻴﻔﻴﻨﺼﺘﻟا تﺎﻴﻄﻌﻤﻟا لواﺪﺟ ﻲﻓ شﺎﻤﻜﻧﻻا ﻂﺳﻮﺘﻤﺑ ﻪﺘﻧرﺎﻘﻣ،
+ﻊﻳزﻮﺘﺑ ةًﴍﺎﺒﻣ ﺮﺛﺄﺘﺗ ﱵﻟا ﺔﻴﻠﻴﻐﺸﺘﻟا ةءﺎﻔﻜﻟا تادﺪﺤﻣ ﻦﻋ ﺔﻠﻘﺘﺴﻤﻟا تاﲑﻐﺘﻤﻟا ﻞﺼﻓ ﺔﻴﻤﻫأ ﱃإ ةرﺎﺷﻹا
+ﻪﻴﻠﻋ ﻖﻔﺘﻤُﻟا ﻲﻌﺟﺮﻤﻟا رﺎﻃﻹا ﲆﻋ ﺮﺛﺆﺗ ﺪﻗ ﱵﻟا دﺎﻌﺑﻷا ﺔﻓﺎﻛ ﻖﻴﺛﻮﺗ ةروﴐ ﻊﻣ ،سﺎﻴﻘﻠﻟ ﺔﻠﺑﺎﻘﻟا ﲑﻏ ﴏﺎﻨﻌﻟا
+W: 22 cm .ﺔﻄﺑاﱰﻤﻟا ﲑﻏ تﺎﻴﺠﻬﻨﻤﻠﻟ لﺎﺜﺘﻣﻻا نﺎﻤﻀﻟ ﺎًﻘﺑﺎﺳ
+H: 32 cm
+CCCooonnntttaaacccttt IIInnnfffooo@@@sssaaappptttcccooodddrrriiivvviiinnnggg...cccooommm...sssaaa Saptco Driving School C.R N 4 .A 03 : J 0 D 2 M 97 C 15 3 0 70 ت 6 .س ةدﺎﻴﻘﻟا ﻢﻴﻠﻌﺘﻟ ﻮﻜﺘﺑﺎﺳ ﺔﻛﴍ
+UUUsss 999222000000333222222222444
+Logo Size
+W: 15.1 cm
+Font Size
+Close
+Left: 15 pt
+Right: 12 pt
+SAPTCOﻮـــﻜﺘــﺑﺎﺳ
+ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ
+SDS GUIDELINES | 31
+
+BRAND
+STATIONERY
+ENVELOP DL
+ENVELOP DL Size
+W: 23 cm
+H: 11 cm
+ﻮـــﻜﺘــﺑﺎﺳ
+SAPTCO
+ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ
+Logo Size
+Main
+W: 10 cm
+Saptco Driving School
+Second
+Info@saptcodriving.com.sa
+920000000
+W: 1.5 cm
+Font Size
+12 pt
+ﻮـــﻜﺘــﺑﺎﺳ
+SAPTCO
+ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ
+Saptco Driving School
+Info@saptcodriving.com.sa
+920000000
+SDS GUIDELINES | 32
+
+BRAND
+STATIONERY
+ID CARD
+ﻮـــﻜﺘــﺑﺎﺳ
+ID Card Size SAPTCO
+W: 5.4 cm ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ
+H: 8.56 cm
+Logo Size
+W: 4 cm
+Font Size
+Name: 12 pt
+Position: 11 pt
+Abdullah Alahmed
+Sales Specialist
+SDS GUIDELINES | 33
+
+BRAND
+STATIONERY
+BUSINESS CARD
+Business Card Size
+W: 8.5 cm
+H: 5.5 cm
+Logo Size
+W: 0.8 cm
+Font Size
+ﺪﻤﺣﻷا اﻟﻠﻪﺪﺒﻋ
+Abdullah Alahmed ﻮـــﻜﺘــﺑﺎﺳ
+Name: 12 pt SAPTCO
+Sales Specialist تﺎﻌﻴﺒﻣ ﻲﺋﺎﺼﺧأ
+ةدﺎﻴﻘﻟا ﻢــﻴﻠﻌﺘﻟ
+Position: 4.655 pt
+Contact: 5.5582 pt
+M. +966 511111111 T. 920032224 Ext. 1111
+E. Alahmedab@SaptcoDriving.com.sa W. SaptcoDriving.com.sa
+SDS GUIDELINES | 34
+
+BRAND
+STATIONERY
+STAMP
+STAMP
+The official corporate stamp is designed in a ﻌﺘﻟ ﻮﻜ
+ﻴ ﻠ ﺘ ﺑ
+balanced circular layout to ensure formal and ﻢ ﺎ
+ﺳ
+ا
+legal authority. ﻟ
+ﻘ ﺔ
+It integrates the core elements of the identity:
+ﻴ ﻛ
+ﺎ
+the primary logo at the center as a core visual ﴍ
+د
+element, surrounded by the company name in a ة
+fluid circular alignment, along with the
+Commercial Registration number to validate all
+the school's official transactions S l
+o
+a 7003784860 :ت.س
+o
+p
+h
+t
+c
+c
+o S
+D g
+rivi n
+SDS GUIDELINES | 35
+
+BRAND
+APPAREL
+UNIFORM
+CAP
+BRAND GUIDELINES SDS GUIDELINES | 36
+
+BRAND
+UNIFORM
+APPAREL
+UNIFORM
+UNIFORM
+The standardized uniform for employees, with
+different colors depending in the employee’s job
+tittle.
+dark blue vest for customer service, grey for
+Evaluator and green for Instructor.
+SDS GUIDELINES | 37
+
+BRAND
+APPAREL
+CAP
+CAP
+The standardized cap for employees came with
+dark blue color.
+SDS GUIDELINES | 38
+
+SOCIAL MEDIA
+CONTENT
+INSTAGRAM
+X & LINKEDIN
+BRAND GUIDELINES SDS GUIDELINES | 39
+
+SOCIAL MEDIA
+CONTENT
+INSTAGRAM
+INSTAGRAM POSTS
+Regular Post
+1350 x 1080
+ﻚــﺘﻠﺣر ءﺪﺑا
+Grid Post
+3240 x 1350
+ﺔﻴﻤﻴﻠﻌﺘﻟا
+نﻵا ﺰﺠﺣا
+ilfoh
+SAPTCODriving.com.sa
+920032224 @SAPTCOSDS
+SDS GUIDELINES | 40
+
+SOCIAL MEDIA
+CONTENT
+X & LINKEDIN
+X & LINKEDIN POSTS
+Regular Post
+1200x1200
+ﻚـــﺘﻠﺣر ءﺪﺑا
+ﺔﻴﻤﻴﻠﻌﺘﻟا
+نﻵا ﺰﺠﺣا
+ilfoh
+SAPTCODriving.com.sa
+920032224 @SAPTCOSDS
+SDS GUIDELINES | 41
+
+BRAND
+APPLICATION
+LETTERHEAD
+ID CARD
+BUSINESS CARD
+MUPI
+APP
+SDS GUIDELINES | 42
+
+SDS GUIDELINES | 43
+
+SDS GUIDELINES | 44
+
+SDS GUIDELINES | 45
+
+SDS GUIDELINES | 46
+
+SDS GUIDELINES | 47
+
+THANK
+YOU
+2026 SDS GUIDELINES | 48
+SAPTCO Driving School
\ No newline at end of file
diff --git a/Faisalia_Presentation.md b/Faisalia_Presentation.md
new file mode 100644
index 000000000..ea640b498
--- /dev/null
+++ b/Faisalia_Presentation.md
@@ -0,0 +1,1227 @@
+
+# Technical Shared Services (TSS)
+Maintenance & Logistics
+
+Faisalia workshop
+
+28 August 2024
+Budget 2024
+
+
+Agenda
+
+SAPTCO Strategy
+TSS Strategy & Transformation
+Saudi Arabia Automotive Repair & Maintenance Market
+Overview
+Market Size
+Market Segmentation:
+Service Type
+Corrective Maintenance
+Service Provider
+Vehicle Type
+By Region
+Key Players
+M & L – Approaching Our B 2 B Market Mitigations
+Current Sales Performance
+M & L Targeted Market Segments – Challenges
+Targeted Market Segments – Mitigations
+Industrial Areas - Statistical Analysis
+Planning New Industrial Areas
+Maintenance & Logistics – Competitors Analysis
+Services By Key Competitors
+Competitors Strengths
+M & L Approach
+Mainainace SWOT Analysis
+Building Our Competitive Edge
+Faisalia Workshop - Prototype
+New Work Shop Planning
+Key Information
+Financial Study
+
+### Notes:
+
+
+
+# TSS Organization Chart
+TSS Strategy & Transformation Overview A Four-stage plan to commercialize TSS and achieve its full potential
+
+2022 - 2023
+2023 – 2024
+2024 – 2025
+2026 onwards
+Strengthen Foundation
+Excellence to existing internal & semi-external customers
+Scale-up to external customers
+Achieve full potential
+
+Continue to implement target operating model initiatives – e.g., pricing of services, org structure & manpower planning, prep for commercial services, services delivery model, etc.
+Continue to improve unit economics
+Implement commercialization and spin-off
+Launch BD efforts, and target semi-external customers
+Continue to improve unit economics
+Objective
+Scale-up to target external customers
+Invest in market disruptive solutions
+Prepare for expansion of maintenance services for trucks and light passenger vehicles
+Continue to grow market share in buses maintenance
+Expand to trucks, electrical buses and light passenger vehicles
+Continue to strengthen / invest in market disruptive solutions
+Target customer
+Internal
+
+Semi-External
+External
+Internal
+
+Semi-External
+External
+Internal
+
+Semi-External
+External
+Internal
+
+Semi-External
+External
+
+Targeting SMS, PT
+Targeting SMS, PT, PTC, DMS SEITCO, IC JV
+Vehicle types
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+ Full potential
+
+ Piloting
+
+ No market entry yet
+In Scope
+Not in Scope
+
+### Notes:
+
+
+
+# TSS Value Proposition| SAPTCO will need to test and tailor its value proposition to market expectations to win market share (2/2)
+Commercial pi
+
+Maintenance commercialization
+| SAPTCO VALUE PROPOSITION | | |
+| --- | --- | --- |
+| Service Type | Service description | Go-To-Market Model |
+| Mechanical | Offer smaller players the opportunity to benefit from SAPTCO’s economies of scale | Agency/ warranty repair contracts with manufacturers |
+| Bodyshop | Potential to make deals with insurance companies to get exclusive rights to do end-to-end maintenance for specific bus companies Leverage knowledge and experience in maintaining any defects/ damages of buses (incl. painting and denting) | Primarily through Insurance contracts |
+| Mid-age Overhaul | Offer fleet mid-age overhaul services (e.g., overhaul service provided to PTC) | Direct outreach to transportation players |
+
+
+
+
+SAPTCO can attract customers across all business lines due to attractive pricing, high quality and reliability of maintenance services across all service types
+
+
+
+
+
+
+
+
+Agenda
+
+SAPTCO Strategy
+TSS Strategy & Transformation
+Overview - Saudi Arabia Automotive Repair & Maintenance Market
+Market Size
+Market Segmentation:
+Service Type
+Corrective Maintenance
+Service Provider
+Vehicle Type
+By Region
+Key Players
+M & L – Approaching Our B 2 B Market Mitigations
+Current Sales Performance
+M & L Targeted Market Segments – Challenges
+Targeted Market Segments – Mitigations
+Industrial Areas - Statistical Analysis
+Planning New Industrial Areas
+Maintenance & Logistics – Competitors Analysis
+Services By Key Competitors
+Competitors Strengths
+M & L Approach
+Mainainace SWOT Analysis
+Building Our Competitive Edge
+Faisalia Workshop - Prototype
+New Work Shop Planning
+Key Information
+Financial Study
+
+### Notes:
+
+
+Overview - Saudi Arabia Automotive Repair & Maintenance Market
+Key Market Growth Drivers
+Rising vehicle numbers on road
+Vehicle aging: significant numbers of over 5 year age vehicles requiring more repairs.
+Climate: higher temperatures causes more defects for vehicles
+Growing awareness of the importance of vehicle maintenance & demand for high quality specialized services
+Features
+Efforts
+Market Drivers
+Rent A car
+
+Market
+
+
+Maintenance Types
+Technology
+Service Providers
+Routine Maintenance (Preventive) such as Oil Changes, Filter Change, etc.
+Specialized Maintenance (Corrective) including engine, transmission, body shop etc.
+Defects Diagnostic tools
+Online Applications for Service Ordering & Cost Estimation
+Advanced Maintenance Equipment & Tools
+OEM (Agencies) Repair W. Shops
+Independent Repair W. Shops
+Features
+Efforts
+Market Drivers
+Rent A car
+Features
+
+### Notes:
+
+
+Saudi Arabia Automotive Repair & Maintenance Market - Market Size Overview
+
+### Chart: Revenue (USD Million)
+
+| Category | Revenue (USD Million) |
+|---|---|
+| 2019 | 8471.65191378179 |
+| 2020 | 8222.506340538972 |
+| 2021 | 8673.22866025014 |
+| 2022 | 9174.914832477418 |
+| 2023 | 9729.265695320199 |
+| 2024 | 10334.414582151328 |
+| 2025 | 10993.52073952847 |
+| 2026 | 11712.02277011797 |
+| 2027 | 12494.809837399425 |
+| 2028 | 13349.648084731618 |
+| 2029 | 14282.72175745356 |
+| 2030 | 15302.145814862393 |
+| 2031 | 16416.973964930065 |
+| 2032 | 17637.316522028526 |
+| 2033 | 18969.192217406566 || Saudi Arabia Automotive Repair and Maintenance Market is estimated to be worth 10,334.41 USD million in 2024 and is projected to grow at a CAGR of 6.98% between 2024 to 2033 |
+| --- |
+.
+
+Source: SPER MARKET Research
+
+### Notes:
+
+
+Market Segmentation – Maintenance Service Type
+| # | Service Type | 2023 – USD Millions | 2033 – USD Millions |
+| --- | --- | --- | --- |
+| 1 | Routine Maintenance (Preventive) | 6,137.40 M | 12,044.75 M |
+| 2 | Specialized Maintenance (Corrective) | 2,800.76 M | 5,417.12 M |
+| 3 | Others | 791.11 M | 1,507.32 M |
+| | Totals | 9,729.27 M | 18,969.19 M |
+.
+
+Source: SPER MARKET Research
+
+### Notes:
+
+
+Market Segmentation – Corrective Maintenance Types
+| # | Specialized Maintenance (Corrective) | 2023 – USD Millions | 2033 – USD Millions |
+| --- | --- | --- | --- |
+| 1 | Bodywork and Paint Services | 632.08 | 1,199.13 |
+| 2 | Engine & Transmission Repairs | 1,057.30 | 2,077.94 |
+| 3 | Brake & Suspension System Repair | 742.31 | 1,448.72 |
+| 4 | Electrical System Repairs | 369.08 | 691.34 |
+.
+
+Source: SPER MARKET Research
+
+### Notes:
+
+
+Corrective Maintenance Types - Deep Dive
+
+### Chart: Corrective Maintenance – Revenues – Million USD
+
+| Category | Bodywork and Paint Services | Engine & Transmission Repairs | Brake & Suspension System Repair | Electrical System Repairs |
+|---|---|---|---|---|
+| 2019 | 556.1980158291968 | 917.6926958424256 | 646.10038260878 | 326.55884581310426 |
+| 2020 | 538.4342552041659 | 891.4153952210901 | 627.1612641903727 | 315.68796176858325 |
+| 2021 | 566.4611106368643 | 941.0299605680041 | 661.6052163085087 | 331.66149573128433 |
+| 2022 | 597.648538987828 | 996.2571178439289 | 699.9439766650897 | 349.4433297398976 |
+| 2023 | 632.080006700714 | 1057.295054045769 | 742.3084721876669 | 369.0755127301416 |
+| 2024 | 669.606503513356 | 1123.9545718042984 | 788.5574665843502 | 390.46445297070255 |
+| 2025 | 710.4049398628895 | 1196.5928941087209 | 838.9332027349458 | 413.7070078378168 |
+| 2026 | 754.7967789001711 | 1275.816659163591 | 893.8519780791377 | 438.98374604445013 |
+| 2027 | 803.06422164705 | 1362.1745211240523 | 953.6883182213087 | 466.45165431254173 |
+| 2028 | 855.6702851091795 | 1456.530758610305 | 1019.0365095749787 | 496.3719811362272 |
+| 2029 | 912.9712382571439 | 1559.5796514617466 | 1090.3703091442699 | 528.9429974181547 |
+| 2030 | 975.4418706475761 | 1672.2286569220325 | 1168.311070777281 | 564.4307772840251 |
+| 2031 | 1043.6107029600796 | 1795.4907673874754 | 1253.5520748212477 | 603.1313665040728 |
+| 2032 | 1118.066590884711 | 1930.4978262802126 | 1346.8675639300113 | 645.3744517760549 |
+| 2033 | 1199.132305496605 | 2077.9370495570943 | 1448.7196044457169 | 691.3350125976647 |.
+
+Source: SPER MARKET Research
+
+### Notes:
+
+
+Saudi Arabia Automotive Repair & Maintenance Market - Service Provider
+| # | Service Provider | 2023 – USD Millions | 2033 – USD Millions |
+| --- | --- | --- | --- |
+| 1 | OEM Workshops | 3,674.30 | 7,021.36 |
+| 2 | General Repair Shops | 6,054.97 | 11,947.83 |
+.
+
+Source: SPER MARKET Research
+
+### Notes:
+
+
+Saudi Arabia Automotive Repair & Maintenance Market - Deep Dive
+
+### Chart: Service Provider - Million USD
+
+| Category | OEM Workshops | General Repair Shops |
+|---|---|---|
+| 2019 | 3224.5852007371227 | 5247.066713044667 |
+| 2020 | 3123.6410183991466 | 5098.865322139825 |
+| 2021 | 3288.411505624204 | 5384.817154625936 |
+| 2022 | 3471.7877726094544 | 5703.127059867963 |
+| 2023 | 3674.296885241709 | 6054.96881007849 |
+| 2024 | 3895.1159344599937 | 6439.298647691335 |
+| 2025 | 4135.317854025906 | 6858.202885502565 |
+| 2026 | 4396.821536907521 | 7315.20123321045 |
+| 2027 | 4681.32342386933 | 7813.486413530095 |
+| 2028 | 4991.580691373282 | 8358.067393358337 |
+| 2029 | 5329.736525783586 | 8952.985231669974 |
+| 2030 | 5698.63412533899 | 9603.511689523404 |
+| 2031 | 6101.440705068671 | 10315.533259861393 |
+| 2032 | 6541.687596926472 | 11095.628925102053 |
+| 2033 | 7021.360599625715 | 11947.831617780852 |
+| | None | None |.
+
+Source: SPER MARKET Research
+
+### Notes:
+
+
+Vehicle Type Segmentation
+| # | By Vehicle Type | 2023 – USD Millions | 2033 – USD Millions |
+| --- | --- | --- | --- |
+| 1 | Passenger Car | 5,911.21 | 11,650.90 |
+| 2 | Light Commercial Vehicles | 2,415.55 | 4,648.74 |
+| 3 | Medium and Heavy Commercial Vehicle | 1,402.50 | 2,669.55 |
+.
+
+Source: SPER MARKET Research
+
+### Notes:
+
+
+Saudi Arabia Automotive Repair & Maintenance Market - Deep Dive
+
+### Chart: Vehicle Type – Revenues - USD Millions
+
+| Category | Passenger Car | Light Commercial Vehicles | Medium and Heavy Commercial Vehicle |
+|---|---|---|---|
+| 2019 | 5124.35415610198 | 2114.2876728970396 | 1233.0100847827707 |
+| 2020 | 4979.190289653514 | 2049.4401571126155 | 1193.8758937728428 |
+| 2021 | 5257.960699237783 | 2158.9713076381145 | 1256.2966533742435 |
+| 2022 | 5568.255811830545 | 2280.883827353886 | 1325.7751932929868 |
+| 2023 | 5911.2097639203785 | 2415.551147769188 | 1402.5047836306317 |
+| 2024 | 6285.790968692259 | 2562.460054752437 | 1486.1635587066319 |
+| 2025 | 6694.022775222646 | 2722.3444480001253 | 1577.1535163056992 |
+| 2026 | 7139.326009733092 | 2896.4979927108852 | 1676.1987676739932 |
+| 2027 | 7624.800279538451 | 3086.0717891065256 | 1783.9377687544493 |
+| 2028 | 8155.315286724408 | 3292.920462189304 | 1901.4123358179058 |
+| 2029 | 8734.793411424938 | 3518.4991399021865 | 2029.4292061264357 |
+| 2030 | 9368.354895618566 | 3764.730213079717 | 2169.0607061641117 |
+| 2031 | 10061.716179625895 | 4033.7565409880626 | 2321.5012443161077 |
+| 2032 | 10821.265207153045 | 4327.968906135741 | 2488.082408739739 |
+| 2033 | 11650.902765281815 | 4648.742709398218 | 2669.546742726534 |.
+
+Source: SPER MARKET Research
+
+### Notes:
+
+
+Saudi Arabia Automotive Repair & Maintenance Market - By Region
+| # | By Region | Market Share % 2024 |
+| --- | --- | --- |
+| 1 | Riyadh | 32.5% |
+| 2 | Makkah | 22.24% |
+| 3 | Medina | 9.24% |
+| 4 | Eastern Province | 16.49% |
+| 5 | Asir | 3.36% |
+| 6 | Tabuk | 1.51% |
+| 7 | Hail | 1.24% |
+| 8 | Northern Borders | 1.95% |
+| 9 | Jazan | 2.80% |
+| 10 | Najran | 1.70% |
+| 11 | Al Bahah | 1.48% |
+| 12 | Al Jouf | 1.21% |
+| 13 | Qassim | 3.13% |
+
+### Chart: 2024 Market Share By Region
+
+| Category | |
+|---|---|
+| Riyadh | 0.2766 |
+| Makkah | 0.2224 |
+| Medina | 0.0924 |
+| Eastern Province | 0.1649 |
+| Asir | 0.0536 |
+| Tabuk | 0.0351 |
+| Hail | 0.0224 |
+| Northern Borders | 0.0195 |
+| Jazan | 0.028 |
+| Najran | 0.017 |
+| Al Bahah | 0.0148 |
+| Al Jouf | 0.0121 |
+| Qassim | 0.0413 |.
+
+Data Source: SPER MARKET Research
+
+### Notes:
+
+
+Saudi Arabia Automotive Repair & Maintenance Market - By Region
+| # | By Region | 2023 – USD Millions | 2033 – USD Millions |
+| --- | --- | --- | --- |
+| 1 | Riyadh | 2,683.79 | 5,367.39 |
+| 2 | Makkah | 2,160.76 | 4,267.92 |
+| 3 | Medina | 899.76 | 1,731.59 |
+| 4 | Eastern Province | 1,603.04 | 3,156.85 |
+| 5 | Asir | 522.44 | 999.41 |
+| 6 | Tabuk | 342.28 | 644.99 |
+| 7 | Hail | 218.67 | 403.47 |
+| 8 | Northern Borders | 191.35 | 348.82 |
+| 9 | Jazan | 273.19 | 510.17 |
+| 10 | Najran | 167.05 | 302.09 |
+| 11 | Al Bahah | 145.68 | 261.05 |
+| 12 | Al Jouf | 118.51 | 209.60 |
+| 13 | Qassim | 402.76 | 765.84 |
+| | Total | 9729.27 | 18969.19 |
+.
+
+Source: SPER MARKET Research
+
+### Notes:
+
+
+Agenda
+
+SAPTCO Strategy
+TSS Strategy & Transformation
+Overview - Saudi Arabia Automotive Repair & Maintenance Market
+Market Size
+Market Segmentation:
+Service Type
+Corrective Maintenance
+Service Provider
+Vehicle Type
+By Region
+Key Players
+M & L – Approaching Our B 2 B Market Mitigations
+Current Sales Performance
+M & L Targeted Market Segments – Challenges
+Targeted Market Segments – Mitigations
+Industrial Areas - Statistical Analysis
+Planning New Industrial Areas
+Maintenance & Logistics – Competitors Analysis
+Services By Key Competitors
+Competitors Strengths
+M & L Approach
+Mainainace SWOT Analysis
+Building Our Competitive Edge
+Faisalia Workshop - Prototype
+New Work Shop Planning
+Key Information
+Financial Study
+
+### Notes:
+
+
+Key Market Players
+
+
+| | | | |
+| --- | --- | --- | --- |
+| | | | |
+| | | | |
+| | | | |
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+.
+
+### Notes:
+
+
+Agenda
+
+SAPTCO Strategy
+TSS Strategy & Transformation
+Overview - Saudi Arabia Automotive Repair & Maintenance Market
+Market Size
+Market Segmentation:
+Service Type
+Corrective Maintenance
+Service Provider
+Vehicle Type
+By Region
+Key Players
+M & L – Approaching Our B 2 B Market Mitigations
+Current Sales Performance
+M & L Targeted Market Segments – Challenges
+Targeted Market Segments – Mitigations
+Industrial Areas - Statistical Analysis
+Planning New Industrial Areas
+Maintenance & Logistics – Competitors Analysis
+Services By Key Competitors
+Competitors Strengths
+M & L Approach
+Mainainace SWOT Analysis
+Building Our Competitive Edge
+Faisalia Workshop - Prototype
+New Work Shop Planning
+Key Information
+Financial Study
+
+### Notes:
+
+
+# How M & L – Approached the B 2 B Market?
+
+| # | Element | Key Focus | Approach Adopted |
+| --- | --- | --- | --- |
+| 1 | Vehicle Type | All Vehicle Types: LCV, HCV & Passengers | Focus On: Haj & Umra Market Rent Car Market Segments School Buses Insurance Accident Repair Segment Companies With Various Heavy Fleet Vehicles |
+| 2 | Locations & Workshop Teams | All M & L Workshop Locations Through out the Kingdom | Customer Relationship Awareness Customer Reception Service Advisors |
+| 3 | Aligning on commercial efforts | Sales Leads Services Pricing Value Prepositioning Packages | Identification & Pricing of Services Working On Legal Requirements Appointment of Sales Personnel Business Development Efforts Including Marketing Department Approaching Related Market Segments & Promoting Maintenance Packages |
+| 4 | Processes | Internal & Customer Related | Customer Journey SAPTCO Way |
+| 5 | Launching Stage | System Readiness | Identified people & systems Readiness |
+
+### Notes:
+
+
+# M & L Targeted Market Segments – Challenges
+
+Key Challenges
+Features
+Efforts
+Regulated market
+Potential Highest work volume
+Price complex structure
+Competitors include Agencies &
+ local Workshops
+Continuously promoting
+Agreements concluded
+Very limited response.
+Compliance to SASO
+TSS Workshops Distance from local workshops
+
+Insurance
+Moderate work volume
+Price sensitive
+Have their own Internal Workshops
+Continuously promoting
+Sales building up
+TSS Workshops Distance from local workshops
+Remote areas
+W. Shops Readiness for Passenger Cars
+
+Rent A car
+Continuously promoting
+Sales building up
+TSS Workshops Distance from local workshops
+Remote areas
+Compliance to SASO
+High work volume
+Price sensitive
+Have their own Internal Workshops
+
+Fleet Companies
+Limited No of companies
+Classic way of doing business
+Have their own Internal Workshops
+Very difficult to penetrate due to its seasonality & price sensitivity
+Efforts in Promotion
+Outcomes below expectations
+
+Haj & Umrah
+Classic way of doing business
+Have their own Internal Workshops
+Efforts in Promotion
+Outcomes below expectations
+
+School Buses
+
+### Notes:
+
+
+# Targeted Market Segments – Mitigation
+
+Challenges
+Mitigations
+
+Operate In New Workshops
+SASO
+
+Rent External Workshops to Comply with SASO
+Ensure Suitable Locations
+01
+01
+Compliance to SASO regulations
+Other legal requirements
+Change Management Program
+
+Dealing With Customers
+
+W Shop Heads Development Program.
+Customer reception room.
+Receptions Service Advisors.
+Addressing Customer Complaints
+Customer Journey
+
+02
+Handling customers & Requests
+Customer Complaints
+
+02
+Transportation Business Heritage
+Improving the Image
+
+Increase sales workforce. to reach potential Customers
+Publications Brochures & advertising
+Reviewing SLA’s with customers
+No Maintenance Customers – Only Internal Customers
+External Customer Perception On SAPTCO
+Internal Customers resistance to being charged
+
+03
+03
+Internal Operations
+Operational Excellence
+
+OJT to upgrade skills to cover passenger Vehicles
+Enhance Processes
+Secure local Suppliers on credit basis
+Securing Special tools & infrastructure as needed
+Body shop technical Quality issues
+Parts Supply Issues
+Aligning Workshop to meet new Vehicle types
+Price Estimation
+
+04
+04
+
+### Notes:
+
+
+Industrial Areas - Statistical Analysis
+| Industrial Sinayia | Location (Riyadh) |
+| --- | --- |
+| Faisalia | Faisalia District Exit 17 |
+| Northern Region | Qirawan District |
+| Um Al Hammam | Prince Turki Al Awal |
+| Khalieg | Khalieg District |
+| Saada | Saada District |
+| Old Sinayia | Al Madina Road |
+| Twaig | Twaig District |
+| ElShifa | Shifaa Districtا |
+| Al Asima | Exit 28 |
+| El Rimal | Dammam Road |
+| ElSulai | Sulai District |
+| El Hiraj | Exit 21 |
+| Badie | Badia District |
+
+13 Industrial workshops In Riyadh
+650 SASO approved workshops in KSA
+150 in Riyadh
+
+4,500,000 Commercial Vehicle in KSA
+10,450,000 Passenger vehicles
+
+.
+
+### Notes:
+
+
+Planning New Workshops Locations
+| Location | Why | Status |
+| --- | --- | --- |
+| Riyadh (Faisalia Area) | Satisfy SASO & Other Legal Requirements Planned to be prototype. Characterized by following: Presence of most car agencies having their own centers Large Number of workshops with wide range of maintenance services Accommodates all vehicle types Proximity to TSS Haier workshop | Inauguration on Sept 2024 |
+| Neom | No Existing Workshop - Potential Booming Market | Under Exploration |
+| Tabouk | Potential Market | Under Exploration |
+| Jeddah | Potential Market | Under Exploration |
+.
+
+### Notes:
+
+
+Agenda
+SAPTCO Strategy
+TSS Strategy & Transformation
+Maintenance & Logistics – Existing Market Overview
+Key Clients By Segment
+Segments & Challenges
+Mitigations
+External Sales
+Industrial Areas - Statistical Analysis
+Maintenance & Logistics – Competitors Analysis
+Key Competitors
+Services By Key Competitors
+Competitors Strengths
+TSS Approach
+Mainainace SWOT Analysis
+Winning the Market
+Faisalia Workshop - Prototype
+New Work Shop Planning
+Why Faisalia?
+Key Information
+Financial Justification
+
+### Notes:
+
+
+Agenda
+
+SAPTCO Strategy
+TSS Strategy & Transformation
+Overview - Saudi Arabia Automotive Repair & Maintenance Market
+Market Size
+Market Segmentation:
+Service Type
+Corrective Maintenance
+Service Provider
+Vehicle Type
+By Region
+Key Players
+M & L – Approaching Our B 2 B Market Mitigations
+Current Sales Performance
+M & L Targeted Market Segments – Challenges
+Targeted Market Segments – Mitigations
+Industrial Areas - Statistical Analysis
+Planning New Industrial Areas
+Maintenance & Logistics – Competitors Analysis
+Services By Key Competitors
+Competitors Strengths
+M & L Approach
+Mainainace SWOT Analysis
+Building Our Competitive Edge
+Faisalia Workshop - Prototype
+New Work Shop Planning
+Key Information
+Financial Study
+
+### Notes:
+
+
+# Competitors Analysis - Services
+| | | Services Provided | | | | | | | Vehicles Type Serviced | | | |
+| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
+| # | Competitor | Engine Repairs | Alignment, Brakes & Suspension | Body Shop & Painting | Electricals | Tires & Batteries | Routine (PMS) | | Pass. Vehicle | Light Trucks | Heavy Trucks | Vans |
+| 1 | Al Odaib | | | | | | | | | | | |
+| 2 | Al Yarmook | | | | | | | | | | | |
+| 3 | Royal Swiss | | | | | | | | | | | |
+| 4 | Masafat | | | | | | | | | | | |
+| 5 | Caraagy | | | | | | | | | | | |
+| 6 | Quick Lane | | | | | | | | | | | |
+| 7 | Petromin | | | | | | | | | | | |
+| 8 | AC Delco | | | | | | | | | | | |
+| 9 | Auto Fix | | | | | | | | | | | |
+| 10 | Auto Hub | | | | | | | | | | | |
+
+.
+
+### Notes:
+
+
+Key Competitors – Key Strengths
+
+
+Al Odhaib
+
+
+
+Key Strength
+General Information
+Wheel Alignment
+Tire Balancing
+Programing
+
+Business Age: 47 Years
+Branches: 14
+Locations: Riyadh
+Offers Wide range of services
+No Body Shop Services
+Focused Geographical Presence
+Government Clients
+Credit & Discount Polices
+Operate 14 / 7
+.
+
+### Notes:
+
+
+Key Competitors – Key Strengths
+
+
+Al Yarmook
+
+
+
+Key Strength
+General Information
+Application with reviews 4.5 / 5
+Collect, maintain & Return Vehicle service
+Parts sales - delivery
+Road Assistance services
+Wheel Alignment & Tire Balancing
+Engine Software update
+
+Started 1985
+Wide range of services provided
+No Body shop
+9 branches including Riyadh, Qasim & Hail
+
+.
+
+### Notes:
+
+
+Key Competitors – Key Strengths
+
+
+Royal Swiss
+
+
+
+Key Strength
+General Information
+Focus on Luxury Western Vehicles
+Wheel Alignment & Tire Balancing
+Engine Software update
+Road assistance service
+In Saudi & UAE
+Typical Dealership Concept Applied
+Provide service Packages
+Offer Warranty on some services
+Full range of services including Body shop
+Well equipped & organized workshops
+.
+
+### Notes:
+
+
+Key Competitors – Key Strengths
+
+
+Caraagy
+
+
+
+Key Strength
+General Information
+Brand certified technicians
+Discounts & price offers
+26 Branches
+Locations include Riyadh, Jeddah, Taif,
+ Medina & Dammam
+Offers Wide range of services excluding
+ Body Shop
+One stop solution to light mechanical works
+Serves Asian & American brands
+.
+
+### Notes:
+
+
+Key Competitors – Key Strengths
+
+
+Auto Fix
+
+
+
+Key Strength
+General Information
+Brand certified technicians
+Discounts & price offers
+9 Branches
+Locations include Riyadh, Jeddah, AlKhober,
+ Medina & Khamis Mushait
+Offers Wide range of services excluding
+ Body Shop & Electricals
+.
+
+### Notes:
+
+
+Key Competitors – Key Strengths
+
+
+Auto Hub
+
+
+
+Key Strength
+General Information
+Body Shop Services for all brands
+Vehicle conversion
+Professional Staff
+Abdel Latif Jamil – Body Shop Company
+8 Branches
+Locations include Riyadh, Jeddah, Taif,
+ Makkah, Medina & Dammam
+.
+
+### Notes:
+
+
+Agenda
+
+SAPTCO Strategy
+TSS Strategy & Transformation
+Overview - Saudi Arabia Automotive Repair & Maintenance Market
+Market Size
+Market Segmentation:
+Service Type
+Corrective Maintenance
+Service Provider
+Vehicle Type
+By Region
+Key Players
+M & L – Approaching Our B 2 B Market Mitigations
+Current Sales Performance
+M & L Targeted Market Segments – Challenges
+Targeted Market Segments – Mitigations
+Industrial Areas - Statistical Analysis
+Planning New Industrial Areas
+Maintenance & Logistics – Competitors Analysis
+Services By Key Competitors
+Competitors Strengths
+M & L Approach
+Mainainace SWOT Analysis
+Building Our Competitive Edge
+Faisalia Workshop - Prototype
+New Work Shop Planning
+Key Information
+Financial Study
+
+### Notes:
+
+
+# Maintenance & Logistics – Environment Scanning
+
+SWOT ANALYSIS
+
+INTERNAL
+EXTERNAL
+
+STRENGTHS
+WEAKNESSES
+OPPORTUNITIES
+THREATS
+
+Possess strong maintenance Know How
+Under the umbrella of a big reputable name SAPTCO
+Established Maintenance fixed & mobile Infrastructure
+Professional technical & management teams
+Established relationship with suppliers & regulators
+Operating to date technology & systems
+Operating with International brands
+Workshops in major cities – Possibility exists to establish more workshops in other locations
+New Commercialization culture require
+Distant locations from local Industrial areas
+New to the passengers' cars maintenance works
+Sales function not fully mature
+Automated CRM not yet developed
+Service maintenance for international brands
+ Expansion in vehicle conversion business
+Electric Vehicle Maintainace – Early Entrance
+ Provision of Fast Maintenance services – fuel stations
+Provision of Logistics & Spare parts Sales through exclusive Agencies
+Expansion in newly developing remote business areas
+Legal Requirements for workshops & new expansions
+Price war; quality vs price
+High Competition
+Electric Vehicles – Shrinking Diesel Vehicle Market
+SAR & New Transportation reducing Land vehicles & Maintenance market accordingly
+
+### Notes:
+
+
+#
+Winning the Market – Building Our Competitive Edge
+Services (Products)
+Focus on Accident Repair
+Perform Mechanical Maintenance
+Electrical & Electronic programming:
+Engine & Gearbox overhauling: Finalize agreements
+Introduce Collect, Repair & Deliver vehicle service.
+Parts Sales
+Reaching Customers
+Develop sales network in all potential locations
+Target B2B
+Include Government & official bodies
+Develop state of art application
+Attract Customers - Offerings
+Service Quality
+Maintenance Service Packages (Golden, Bronze & Silver)
+Service Warranty (on parts)
+Loyalty programs
+Improve customer journey
+Change management programs for internal teams – refresh programs
+Competitive Pricing
+Stringent Quality Control & Assurance Processes
+Service Time
+Customer Feedback
+Certify technicians on certain brands repairs
+
+### Notes:
+
+
+Agenda
+
+SAPTCO Strategy
+TSS Strategy & Transformation
+Overview - Saudi Arabia Automotive Repair & Maintenance Market
+Market Size
+Market Segmentation:
+Service Type
+Corrective Maintenance
+Service Provider
+Vehicle Type
+By Region
+Key Players
+M & L – Approaching Our B 2 B Market Mitigations
+Current Sales Performance
+M & L Targeted Market Segments – Challenges
+Targeted Market Segments – Mitigations
+Industrial Areas - Statistical Analysis
+Planning New Industrial Areas
+Maintenance & Logistics – Competitors Analysis
+Services By Key Competitors
+Competitors Strengths
+M & L Approach
+Mainainace SWOT Analysis
+Building Our Competitive Edge
+Faisalia Workshop - Prototype
+New Work Shop Planning
+Key Information
+Financial Study
+
+### Notes:
+
+
+#
+Faisalia Workshop – Location & Resources
+Area: 2,375 square meters.
+Equipped with civil defense systems
+1 Reception Room – male & female
+1 main partitioned office
+
+
+https://maps.app.goo.gl/N9zpXKfzqt3qA8zG7
+Located on the main street of the industrial area.
+Situated between Al-Isa (Isuzu) and Wafa Center
+1 Scissor Lifter for large vehicles
+1 Scissor Lifter for small Vehicles
+3 Vertical lifters
+1 Oven
+1 Preparation room
+1 Paints Mixer
+
+1 Service Manager
+1 Service Advisor
+10 Technicians
+1 Scheduler
+1 Accountant
+
+.
+
+### Notes:
+
+
+# Workshop Layout
+
+
+
+
+# Site Information
+
+
+
+
+
+
+
+
+
+### Notes:
+
+
+
+
+# Operating Cost
+| Initial Cost Benefits Analysis | | | | |
+| --- | --- | --- | --- | --- |
+| | | | | |
+| | | | OPERATING COSTS | Estimated (Per year) |
+| | Manpower | | Technicians | 732,094 |
+| | | | Admin, Supervision, procurement and cleaners | 916,503 |
+| | | | | |
+| | Indirect Cost | | Rent | 700,000 |
+| | | | Depreciation | 285,000 |
+| | | | Utilities | 120,000 |
+| | | | Others | 196,000 |
+| | | | TOTAL OPERATING COSTS | 2,949,597 |
+1
+
+2
+
+.
+
+### Notes:
+
+
+# Capex
+| | | Capex | | CAPEX | Estimated Budget |
+| --- | --- | --- | --- | --- | --- |
+| | | | | | |
+| | | | | Facility Setup and Infrastructure | 800,000 |
+| | | | | Machinery and Equipment (Maintenance Contract / Mandatory) | 600,000 |
+| | | | | IT & Tel infrastructure | 25,000 |
+| | | | | TOTAL NON-RECURRING COSTS | 1,425,000 |
+2
+
+Manpower:-
+
+(10 + 1) Technicians. (Maximum Capacity 16 Technicians @ 1 shift Model)
+2 Supervisors / Service Advisors.
+1 Purchaser / driver.
+2 cleaners
+1 workshop head (Section head)
+.
+
+### Notes:
+
+
+Revenues (Base Scenario)
+Revenues Assumptions:-
+
+Average 3 vehicles per day, 80 per month.
+Average 3400 SAR / vehicle.
+Expected Revenue 3.3 M. (1st year)
+| Year | 2025 | 2026 | 2027 | 2028 | 2029 |
+| --- | --- | --- | --- | --- | --- |
+| Expected Revenue | 3,264,000 | 3,394,560 | 3,427,200 | 3,508,800 | 3,590,400 |
+| AVG Direct & Indirect Cost / Year | -2,949,597 | -3,038,085 | -3,052,833 | -3,067,581 | -3,097,077 |
+| AVG P&L / Year | 314,403 | 356,475 | 374,367 | 441,219 | 493,323 |
+| | 11% | 12% | 12% | 14% | 16% |
+.
+
+
+Revenues (Best Scenario)
+Revenues Assumptions:-
+
+Average 4 vehicles per day, 104 per month.
+Average 3400 SAR / vehicle.
+Expected Revenue 4.2 M. (1st year)
+Direct & Indirect Cost: increase by +10%.
+| Year | 2025 | 2026 | 2027 | 2028 | 2029 |
+| --- | --- | --- | --- | --- | --- |
+| Expected Revenue | 4,243,200 | 4,412,928 | 4,455,360 | 4,561,440 | 4,667,520 |
+| AVG Direct & Indirect Cost / Year | -3,244,557 | -3,341,894 | -3,358,116 | -3,374,339 | -3,406,785 |
+| AVG P&L / Year | 998,643 | 1,071,034 | 1,097,244 | 1,187,101 | 1,260,735 |
+| | 31% | 32% | 33% | 35% | 37% |
+.
+
+
+Revenues (Worse Scenario)
+Revenues Assumptions:-
+
+Average 2 - 3 vehicles per day, 70 per month.
+Average 3400 SAR / vehicle.
+Expected Revenue 2.9 M. (1st year)
+Direct & Indirect Cost: +5% reduction.
+| Year | 2025 | 2026 | 2027 | 2028 | 2029 |
+| --- | --- | --- | --- | --- | --- |
+| Expected Revenue | 2,856,000 | 2,970,240 | 2,998,800 | 3,070,200 | 3,141,600 |
+| AVG Direct & Indirect Cost / Year | -2,802,117 | -2,886,181 | -2,900,191 | -2,914,202 | -2,942,223 |
+| AVG P&L / Year | 53,883 | 84,059 | 98,609 | 155,998 | 199,377 |
+| | 2% | 3% | 3% | 5% | 7% |
+.
+
+
+
+
+
+
+
+
+
+
+
+### Notes:
\ No newline at end of file
diff --git a/Merapp_GCEO_VISIT_V2.md b/Merapp_GCEO_VISIT_V2.md
new file mode 100644
index 000000000..46a411a76
--- /dev/null
+++ b/Merapp_GCEO_VISIT_V2.md
@@ -0,0 +1,727 @@
+
+
+
+
+
+MERAPP PERFORMANCE REVIEW
+
+### Notes:
+
+
+
+
+
+
+TABLE OF CONTENT
+1
+
+Commercialization Strategy
+
+2
+Maintenance Market
+
+3
+Performance
+
+4
+Roadmap
+2
+
+### Notes:
+
+
+
+
+
+
+TABLE OF CONTENT
+1
+1
+
+Commercialization Strategy
+
+2
+Maintenance Market
+
+3
+Performance
+
+4
+Roadmap
+3
+
+### Notes:
+
+
+1
+
+COMMERCIALIZATION JOURNEY - From Internal Support to Strategic Revenue Engine
+
+
+
+PHASE 1
+Strategic SHIFT
+The TSS sector established to centralize operations
+Improve service quality
+Improve efficiently to serve all SAPTCO business units.
+
+
+
+2023
+Completed
+
+PHASE 2
+COMMERCIALIZATION
+Deep in-house expertise and underutilized capacity
+The sector began commercializing selected services to external clients
+Transforming cost-heavy operations into a revenue-generating engine
+
+
+
+2024 - 2026
+IN PROGRESS
+
+PHASE 3
+GROWTH & EXPANDING
+Following successful commercialization.
+The sector is preparing to expand into high-value, non-traditional offerings
+Unlocking new revenue streams beyond current operations.
+
+
+
+2027 - 2028
+PLANNED
+
+
+4
+
+### Notes:
+
+
+1
+
+COMMERCIALIZATION JOURNEY - From Foundation to National Scale: 2023 To 2026
+
+
+Aiming to have 4 operational service centers by mid-2026.
+2023
+
+
+Project Design
+Started Building Foundation Pillars
+Implemented Operating Model
+Services Identified
+Pricing
+Standard Hour Initiative
+Manpower Optimization
+2024
+
+
+Project Kickoff
+Kicked off Commercialization Effort
+Value Proposition switched to passenger cars and light trucks.
+2025
+
+
+Piloting phase
+Pilot Merapp Centers Starting with Riyadh
+Targeted Different Customer / Insurance.
+Initiated controlled commercial rollout to test market response, validate pricing models, and refine operational capabilities.
+2026
+
+
+Full Transition to Merapp Legal Entity
+Establishing Merapp as an independent entity with dedicated management.
+Targeting 4 operational service centers by mid-2026, alongside fleet tracking system activation to enhance operational control and customer experience.
+
+5
+
+### Notes:
+
+
+
+
+
+
+TABLE OF CONTENT
+1
+1
+
+Commercialization Strategy
+
+2
+Maintenance Market
+
+3
+Performance
+
+4
+Roadmap
+6
+
+### Notes:
+
+
+2
+
+
+MARKET GROWTH – SAUDI ARABIA
+| Expected market Growth 2023-2029 | USD 1.51 – 2.31 (billions) +53% Total Growth |
+| --- | --- |
+| Compound Annual Growth Rate | 7.3% |
+| --- | --- |
+
+
+| Automotive Repair and Maintenance Saudi Market Growth | Saudi Arabia’s automotive repair and maintenance market is expanding rapidly, driven by increased vehicle ownership, an aging fleet, and rising demand for routine maintenance. |
+| --- | --- |
+7
+Forecasted CAGR (2023 - 2029)
+
+### Notes:
+
+
+2
+
+
+SWOT ANALYSIS
+INTERNAL
+Strengths
+Weaknesses
+
+
+
+
+Extensive industry experience and expertise
+Wide network spread across all key locations
+Strong market reputation and brand trust
+Comprehensive multi-service offerings
+Flexible mobile workshop capabilities
+Shortage of highly specialized technicians
+Inconsistent pricing mechanisms
+Challenges in spare part stock management
+Absence of an effective workflow management software (CRM)
+
+
+EXTERNAL
+Opportunities
+Threats
+
+
+
+
+Growth in the number of operational locations
+Rising market demand for electric and hybrid vehicle services
+Expanding mobile repair services for minor on-site repairs
+Collaborations with OEM companies for exclusive partnerships
+Stringent workshop classification & regulatory standards
+Intense competition from authorized dealership service centers
+Vulnerability to seasonal fluctuations in business volume
+Price War Against Small local Workshops
+8
+
+### Notes:
+
+
+2
+
+
+MARKET TRENDS
+Online Booking & Transparency
+Mobile Repair Services
+Preventive Maintenance
+Digitization & Diagnostics
+Customer demand for seamless digital scheduling, real-time updates, and clear, upfront pricing.
+Shift towards proactive servicing programs to extend vehicle lifespan and reduce long-term costs.
+Integration of advanced diagnostic tools and digital workflow management to enhance repair accuracy.
+Expansion of on-site and mobile workshop offerings to maximize customer convenience and reach.
+Advanced Vehicle Technologies
+Sustainability Initiatives
+EV Service Expertise
+Adapting to ADAS, autonomous driving features, and increasingly complex vehicle electronics.
+Compliance with environmental regulations and adoption of eco-friendly waste disposal practices.
+Growing need for specialized skills, safety protocols, and equipment for electric and hybrid vehicles.
+9
+Current Market Trends
+Future Market Trends
+
+### Notes:
+
+
+2
+
+
+COMPETITION LANDSCAPE
+AGENCIES
+MULTIBRAND WORKSHOPS
+SMALL WORKSHOPS
+
+Highly Skilled
+Wide Services
+Competitive Price
+
+
+
+
+
+
+Factory-trained technicians and genuine parts guarantee
+Capable of handling various brands and service types.
+Lowest market rates, highly attractive for budget conscious clients.
+Expensive Pricing
+Fair Pricing
+Unorganized
+
+
+
+
+
+
+
+Premium rates that significantly increase maintenance costs.
+More affordable and competitive compared to OEMs.
+Lack of standardized processes, CRM, or professional management.
+Network Coverage
+Limited Coverage
+Poor Quality
+
+
+
+
+
+
+Fewer locations, leading to longer lead times and inconvenience.
+Often restricted to specific cities or lack a national footprint.
+No certifications, unreliable parts, and inconsistent service standards.
+
+
+10
+
+### Notes:
+
+
+2
+
+
+COMPETITIVE POSITIONING
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+PRICE
+
+
+
+
+
+
+LOCAL REPAIR SHOPS
+
+
+
+SERVICE CAPABILITY
+
+Merapp positions itself between OEM-level quality and competitive multi-brand pricing with scalable national coverage
+
+11
+
+### Notes:
+
+
+
+
+
+
+TABLE OF CONTENT
+1
+1
+
+Commercialization Strategy
+
+2
+Maintenance Market
+
+3
+Performance
+
+4
+Roadmap
+12
+
+### Notes:
+
+
+3
+
+Active Workshops Network (2024) - Started our commercial journey through TSS workshops
+
+
+
+AlJawf
+Northen Boarder
+
+Tabuk
+Ha'il
+
+Al Qasim
+Al Madinah
+
+Ar Riyad
+Alhisa
+Makkah
+Dammam
+
+Taif
+
+Jeddah
+
+Assir
+
+Najran
+Jazan
+
+
+Total Revenue SAR
+2.60M
+
+Active Customers
+8
+Active Locations
+11
+13
+
+### Notes:
+
+
+3
+
+
+Active Workshops Network (2025) - Launched Merapp Riyadh
+
+AlJawf
+Northen Boarder
+
+Tabuk
+Ha'il
+
+Al Qasim
+Al Madinah
+
+Ar Riyad
+Alhisa
+Makkah
+Dammam
+
+Taif
+
+Jeddah
+
+Assir
+
+Najran
+Jazan
+
+
+Q1 Revenue SAR
+3.53M
+Q1 Target SAR
+8.95M
+Merapp Tabuk
+Active Customers
+58
+Achievement
+39%
+
+Merapp Riyadh
+Active Locations
+14
+Growth Rate
+68%
+Merapp Dammam
+
+AlJawf
+Northen Boarder
+
+Tabuk
+Ha'il
+
+Al Qasim
+Al Madinah
+
+Ar Riyad
+Alhisa
+Makkah
+Dammam
+
+Taif
+
+Jeddah
+
+Assir
+
+Najran
+Jazan
+
+
+Total Revenue SAR
+10.27M
+Total Target SAR
+23.25M
+
+Active Customers
+58
+Achievement
+44%
+Merapp Riyadh
+Active Locations
+12
+Growth Rate
+295%
+14
+
+### Notes:
+
+
+3
+
+
+PERFORMANCE – Q1 2026
+Tabuk and Dammam branches are in the soft opening phase, with gradual growth anticipated through 2026. A major contract was signed with Najam, and the Merapp Jeddah construction has been completed
+
+AlJawf
+Northen Boarder
+
+Tabuk
+Ha'il
+
+Al Qasim
+Al Madinah
+
+Ar Riyad
+Alhisa
+Makkah
+Dammam
+
+Taif
+
+Jeddah
+
+Assir
+
+Najran
+Jazan
+
+
+Q1 Revenue SAR
+3.53M
+Q1 Target SAR
+8.95M
+Merapp Tabuk
+Merapp Riyadh
+Merapp Dammam
+
+Active Customers
+62
+Achievement
+39%
+Active Locations
+14
+Growth Rate
+68%
+15
+
+### Notes:
+
+
+3
+
+
+MERAAP INFRASTRUCTURE & TECHNICAL FORCE
+Meraap numbers in total
+
+
+
+
+
+
+
+
+52
+80
+4
+1000+
+Technicians
+Working bays
+Workshops
+Monthly capacity
+Workforce Distribution
+
+RIYADH
+18 Tech | 22 Bays
+
+JEDDAH
+12 Tech | 20 Bays
+
+TABUK
+12 Tech | 17 Bays
+
+DAMMAM
+10 Tech | 21 Bays
+16
+
+### Notes:
+
+
+3
+
+
+MERAPP PERFORMANCE Q1 - 2026
+
+Q1 Target SAR
+Q1 Revenue SAR
+Achievement
+2.13 M
+39 %
+5.38 M
+Merapp Total
+
+
+1.98 M
+1.34 M
+67 %
+Merapp Riyadh
+
+Merapp Tabuk
+(soft opening)
+1.7 M
+433.1 K
+25 %
+
+Merapp Dammam
+)soft opening(
+1.7 M
+359.7 K
+21 %
+
+17
+
+### Notes:
+
+
+
+
+
+
+TABLE OF CONTENT
+1
+1
+
+Commercialization Strategy
+
+2
+Maintenance Market
+
+3
+Performance
+
+4
+Roadmap
+18
+
+### Notes:
+
+
+4
+
+
+STRATEGIC ROADMAP
+Operational Stabilization
+Expansion & Growth
+
+
+
+
+2026
+2027
+Strengthen operational model and reduce service inconsistencies
+Optimize processes and improve efficiency
+Complete branch readiness and certification
+Focus on B2B fleet acquisition
+Scale operations across additional regions
+Expand market share in fleet segment
+Build strategic partnerships
+Launch targeted marketing for brand positioning and demand generation
+
+
+
+19
+
+### Notes:
+
+
+
+4
+
+
+Marketing roadmap
+
+2025 - Stage 1
+2025 – Stage 2
+2026 – Stage 3
+2027 – Stage 4
+
+
+
+
+
+
+
+
+
+v
+
+Establishing Brand
+Integrity
+Creating Digital
+Presence
+Enhancing Customer
+Experience
+Market Dominance &
+Brand Exposure
+
+
+Brand Identity Creation & Full External Implementation
+Professional Corporate Profile Development
+Photo Library Creation
+Social Media Platforms Setup & Activation
+Corporate Website Development
+Branding and Content Integration
+High-Impact Marketing Campaigns
+Strategic Participation in Exhibitions & Industry Events
+Performance-Driven Advertising & Lead Generation
+Customer Satisfaction Enhancement through Surveys & Feedback Loops
+Activation of All Customer Touchpoints & Communication Channels
+Targeted Offers & Customer-Centric Promotions
+
+Current Stage
+20
+
+### Notes:
+
+
+
+
+THANK YOU
+
+### Notes:
\ No newline at end of file
diff --git a/PMO_Sectors_BUs_Monthly_Report_June_2026_TSS.md b/PMO_Sectors_BUs_Monthly_Report_June_2026_TSS.md
new file mode 100644
index 000000000..d73c78099
--- /dev/null
+++ b/PMO_Sectors_BUs_Monthly_Report_June_2026_TSS.md
@@ -0,0 +1,1447 @@
+
+
+
+
+PMO Monthly Report
+June 2025
+
+### Notes:
+
+
+
+Contents
+Executive Strategic Roadmap and Projects
+VCI
+Monthly Dashboard
+Business Development Pipeline
+SIE - Strategy and Investment & Excellence
+FS - Finance and Support
+PT - Public Transportation
+SMS - Specialized Mobility Solutions
+TSS - Technical Shared Services
+
+### Notes:
+
+
+
+Contents
+Executive Strategic Roadmap and Projects
+VCI
+Monthly Dashboard
+Business Development Pipeline
+SIE - Strategy and Investment & Excellence
+FS - Finance and Support
+PT - Public Transportation
+SMS - Specialized Mobility Solutions
+TSS - Technical Shared Services
+
+### Notes:
+
+
+
+TSS Executive Dashboard – June 2026
+
+
+
+Financials
+DRAFT
+TSS BU Performance Analysis
+
+Revenue
+117.6 M
+
+YTD
+
+142.2 M
+YTDB
+112.8 M
+YTD 25
+
+Gross Profit
+14.7 M
+
+ 12.5%*
+YTD
+
+13.5%*
+ 19.2 M
+YTDB
+31.1%*
+ 35.1 M
+YTD 25
+
+Net Profit
+6.8 M
+
+ 5.8 %*
+YTD
+
+10 %*
+14.2 M
+YTDB
+26.8 %*
+30.3 M
+YTD 25
+
+Full Year View (Net Profit)
+ 18.7 M
+7.4%*
+
+FYEE 26
+
+9.4%*
+ 26.1 M
+Bud 26
+7.5%*
+16 M
+Act 25
+MAINTENANCE
+DRIVING SCHOOL
+
+Revenue
+95.9
+
+YTD
+
+94.8 M
+YTDB
+ 100 M
+YTD 25
+
+Gross Profit
+ 24.6 M
+
+25.6%
+YTD
+
+ 17.1 M
+18%*
+YTDB
+38.1%*
+YTD 25
+ 38.1 M
+
+Net Profit
+
+ 18.6 M
+ 19.4%*
+YTD
+
+ 13.3 M
+14.1%*
+YTDB
+34.2 %*
+YTD 25
+34 M
+
+Full Year View
+
+25.6 M
+14.3%*
+FYEE 26
+
+ 20.3 M
+11.5%*
+Bud 26
+32.5 M
+17.5%*
+Act 25
+
+Revenue
+ 0.7 M
+
+YTD
+
+ 11.1 M
+YTDB
+ NA
+YTD 25
+
+Gross Profit
+(2.2) M
+
+YTD
+(327.3)%*
+ (0.1) M
+
+(0.5)%*
+YTDB
+0%*
+YTD 25
+NA
+
+Net Profit
+(2.9) M
+
+(422.6)%*
+YTD
+
+(0.1) M
+(0.5)%*
+YTDB
+0%*
+YTD 25
+NA
+
+Full Year View
+(5.2)%*
+(0.7) M
+
+FYEE 26
+
+2.1 M
+8.4%*
+Bud 26
+0%*
+Act 25
+(1.5)
+MERAPP
+TRAINING ACADEMY
+
+Revenue
+ 5.2 M
+
+YTD
+
+ 12.3 M
+YTDB
+0.7 M
+YTD 25
+
+Gross Profit
+ (3.9) M
+
+YTD
+(74.3)%*
+
+ (1.1) M
+(9)%*
+YTDB
+(223.1)%*
+(1.5) M
+YTD 25
+
+Net Profit
+(4.6) M
+
+(87.8)%*
+YTD
+
+(1.6) M
+(12.6)%*
+YTDB
+(310.5)%*
+(2.1) M
+YTD 25
+
+Full Year View
+(3.8) M
+
+(14.9)%*
+FYEE 26
+
+(0.7) M
+(2.3)%*
+Bud 26
+(4.7)M
+Act 25
+(153)%*
+
+Revenue
+ 1.2 M
+
+YTD
+
+4.6 M
+YTDB
+0.7 M
+YTD 25
+
+Gross Profit
+(2.9) M
+
+(244.5)%*
+YTD
+
+18 %*
+0.8 M
+YTDB
+(248)%*
+(1.7) M
+YTD 25
+
+Net Profit
+(3.2) M
+
+(269.7)%*
+YTD
+13.9%*
+
+0.6 M
+YTDB
+(271.8)%*
+(1.9) M
+YTD 25
+
+Full Year View
+ (2) M
+
+(31.6)%*
+FYEE 26
+18.3%*
+
+1.8 M
+Bud 26
+(683)%*
+(5.9)M
+Act 25
+Statistics
+34.20%
+Saudization
+786
+Employees
+
+
+
+
+
+
+260
+Mgnt.**
+461
+Technicians
+
+
+
+
+3.1 M
+Leave
+Balance
+2.16%
+Female
+
+
+
+
+1.04%
+Voluntary
+Turnover
+
+
+
+
+
+
+2.9 M
+External
+Revenue
+** Mgnt include admin and operation
+
+Strategic KPIs
+Operational KPIs
+Key Highlight / Pipeline
+| # | KPIs | Unit | Target | YTD |
+| --- | --- | --- | --- | --- |
+| 1 | TSS maintenance productivity rate | % | 75% | 79% |
+| 2 | TSS maintenance efficiency rate | % | 90% | 99% |
+| 3 | Spare parts inventory turnover ratio | # | 3 times | Annual |
+| 4 | Lost time due to injuries per working hour TSS | % | less than 1% | < 1 |
+| 5 | Hours available to hours sold in Merapp (Productivity) | % | 70% | 21% |
+| 6 | Utilization rate for driving school | % | 65% | Not Started |
+| 7 | Utilization rate for training academy | % | 65% | 33% |
+Maintenance Excellence
+Commercialization of Ventures
+1
+Driving School soft launch has been initiated successfully
+Amazon training was delivered to 1,940 trainees across with the motorcycle riding program with a total value of SAR 611,100
+2
+Amazon training was delivered to 783 trainees across with the SHA HSFA CPR AED Course program with a total value of SAR 234,117
+3
+4
+Dealership received an advance payment of SAR 585K from Almarai
+5
+new maintenance opportunities were identified such as spare parts provision, buyer-supplier linkage platforms, integrated online/offline automotive services franchise model
+Merapp has opened its Jeddah branch.
+6
+Achieve 85% customer satisfaction rate
+
+Implement Merapp Business Plan by launching Madina workshops by 2026
+
+Launching Driving School by March 2026
+
+Pilot and Validate Training Academy Model in Riyadh
+
+Ensure full WO compliance and sustain at least a 90% monthly WO completion rate by 2026
+
+Fleet & maintenance output (TCO)
+
+Achieve 165 SAR of total cost per billable hour
+
+Not started
+In Progress
+Pending
+Completed
+
+Need Support
+
+
+* Margin
+
+### Notes:
+
+
+TSS view by Business Line – June 2026
+
+
+DRAFT
+June 2026 – SAPTCO TSS business lines
+
+TSS REVENUE by Business Line
+Full year view
+YTD view (end of June)
+
+Unit: SAR M
+Unit: SAR M
+
+YTD Actuals 2025
+YTD Budget 2026
+YTD Actuals 2026
+FY Actuals 2025
+FY Budget 2026
+FY Forecast 2026*
+
+### Chart
+
+| Category | | | |
+|---|---|---|---|
+
+### Chart
+
+| Category | | | |
+|---|---|---|---|SAPTCO
+Maintenance
+Merapp
+TA
+Dealership
+Driving School
+General
+Services
+SAPTCO
+Maintenance
+Merapp
+TA
+Dealership
+Driving School
+General
+Services
+
+TSS GROSS PROFIT by Business Line
+YTD view (end of June)
+Full year view
+
+Unit: SAR M
+Gross margin %
+Unit: SAR M
+
+Gross margin %
+YTD Actuals 2025
+YTD Budget 2026
+YTD Actuals 2026
+FY Actuals 2025
+FY Budget 2026
+FY Forecast 2026*
+
+-244.5%
+-118.1%
+38.1%
+18 %
+25.6 %
+-223.1
+-9%
+-74.3%
+-248%
+18.0%
+32.1 %
+16.2%
+20.7%
+0.0%
+3.1%
+-327.3
+-1.3%
+1.5%
+-32.7%
+22.4%
+15.9%
+20%
+0.6 %
+-10.2%
+-646.1%
+22.3%
+-23.8%
+58.8%
+15.9%
+18.3%
+0.0%
+11.8%
+2.4%
+-29.8%
+0.5%
+-16%
+
+### Chart
+
+| Category | | | |
+|---|---|---|---|
+
+### Chart
+
+| Category | | | |
+|---|---|---|---|SAPTCO Maintenance
+Driving School
+General services
+Merapp
+TA
+Dealership
+General services
+SAPTCO Maintenance
+TA
+Dealership
+Driving School
+Merapp
+
+TSS NET PROFIT by Business Line
+YTD view (end of June)
+Full year view
+
+Unit: SAR M
+Net margin %
+Unit: SAR M
+Net margin %
+
+YTD Actuals 2025
+YTD Budget 2026
+YTD Actuals 2026
+FY Actuals 2025
+FY Budget 2026
+FY Forecast 2026*
+
+0.0
+%
+
+-0.5%
+
+-422.6%
+
+-310.5%
+
+-12.6%
+
+-87.8%
+
+13.9%
+
+-269.7%
+
+-271.8%
+
+34.2%
+
+14.1%
+
+19.4%
+
+27.7%
+
+16%
+
+20.3%
+
+-0.3%
+
+-3%
+
+-35.6%
+
+17.5%
+
+11.5%
+
+14.3%
+
+-153.3%
+
+-2.3%
+
+-14.9%
+
+-682.8%
+
+-31.6%
+
+18.3%
+
+55.8%
+
+15.7%
+
+17.9%
+
+0.0
+%
+
+8.4%
+
+-5.2%
+
+-1.3%
+
+-18.4%
+
+-31.5%
+
+### Chart
+
+| Category | | | |
+|---|---|---|---|
+
+### Chart
+
+| Category | | | |
+|---|---|---|---|
+
+SAPTCO Maintenance
+Driving School
+General services
+Merapp
+TA
+Dealership
+General services
+SAPTCO Maintenance
+TA
+Dealership
+Driving School
+Merapp
+*Forecast 2025 based on YTD June ‘26
+
+### Notes:
+
+
+
+Contents
+Executive Strategic Roadmap and Projects
+VCI
+Monthly Dashboard
+Business Development Pipeline
+SIE - Strategy and Investment & Excellence
+FS - Finance and Support
+PT - Public Transportation
+SMS - Specialized Mobility Solutions
+TSS - Technical Shared Services
+
+### Notes:
+
+
+# TSS Business Development Pipeline
+| TSS – Technical Shared Services | | | | | | | |
+| --- | --- | --- | --- | --- | --- | --- | --- |
+| # | Opportunity | Description | Client | Potential\* | Business Line | Status\*\* | Comments / Update |
+| 1 | School Buses Driver Trining | Develop a comprehensive 360° training program for school bus drivers to ensure safety and compliance. | Rafed | Med | Aalam Alriyadah | In Progress | we have requested meeting with Director of Procurement Department, waiting for TGA approval. They will not decide until they get clear confirmation from TGA |
+| 2 | Defensive driving | Provide advanced defensive driving training programs designed to enhance driver awareness, reduce incident risks, and promote safe driving behavior across all operational environments. SAPTCO to support as the strategic training partner for delivery and coordination. | Pepsi Cola | High | Aalam Alriyadah | In Progress | Training got postponed due to the political conflict in the region. Client has requested us to wait till they will get green signal from the Management |
+| 3 | Motocycle Driving | Provide specialized defensive motorcycle riding training programs aimed at enhancing rider awareness, hazard anticipation, and risk‑avoidance skills across operational environments. SAPTCO to support as the strategic training partner for program delivery and coordination. | Amazon | High | Aalam Alriyadah | In Progress | We have received a PO worth 1.3M, and training is currently ongoing. We will be starting rider trainings in different locations . Trainings are going on and conducted training for 2140 rider up to date |
+| 4 | HSE LOCAL AND INTERNATIONAL COURSE | We will be providing Operator Training for all machines | SUNBULAH GROUP | High | Aalam Alriyadah | In Progress | We have submitted quotation for SAR 100,000 and we are expecting PO this month |
+| 5 | FIRST AID AND FIRE SAFETY | Saudi Heart Association First Aid Training and the Fire Safety | PTC | High | Aalam Alriyadah | In Progress | We have delivered SHA HSFA CPR AED Course program for 783 trainees |
+| 6 | HSE LOCAL AND INTERNATIONAL COURSE | We will be Providing all HSE Training at Qiddiya Site | QIDDIYA | High | Aalam Alriyadah | In Progress | We got a confirmation to deliver mock training on 9th June 2026 at Qiddiya Headoffice |
+| 8 | IOSH MANAGING SAFELY | We will be Providing all HSE Training at Qiddiya Site | AL AYUNI INVESTMENT AND CONTRACTING | High | Aalam Alriyadah | PO | We got confirmation for IOSH Managing Safely for 26 participants |
+| 9 | Authorized Service Centre (Dealership) | Authorized Maintenance services | Under Assessment | Med | Maintenance | Not Started | New |
+| 10 | Eitimad Platform | Securing Government bids contracts | Under Assessment | Med | Maintenance | Not Started | New |
+| 11 | Forsah Platform | A Platform to Link between Buyer & Supplier to expand the potential client's pole | Under Assessment | Low | Maintenance | Not Started | New |
+| 12 | Spare Parts Supply | Sprae parts Provision | Under Assessment | Low | Auto parts | Not Started | New |
+| 13 | Leading Integrated Online & offline Franchise platform | Leading Integrated Online & offline platform for Automotive service in China - Franchise | Under Assessment | Low | Car Care | Not Started | New |
+*Potential: Low, Med, High, Highest
+**Status: Not Started, In Progress, Pending, Late, Closed
+
+
+
+Contents
+Executive Strategic Roadmap and Projects
+VCI
+Monthly Dashboard
+Business Development Pipeline
+SIE - Strategy and Investment & Excellence
+FS - Finance and Support
+PT - Public Transportation
+SMS - Specialized Mobility Solutions
+TSS - Technical Shared Services
+
+### Notes:
+
+
+# BUs Strategic Objectives and Initiatives
+
+
+
+
+
+
+Maintain & Extend Riyadh Projects (PTC & CAMCO)
+Increase the Volume of local Urban Contracts
+Expand to MENA region PT Contracts
+Maintenance Excellence
+Commercialization of Ventures
+Implement Charters Strategy
+Enhance Contracts Profitability
+Deliver DMS Strategy
+SEITCO Contract Expansion
+Secure a high-value Tier 1 contract with strong commercial positioning
+Improve overall contract profitability and margin performance by 2026
+Complete comprehensive contract market assessment
+Establish strategic partnership agreements within targeted MENA countries by 2026
+Identify and develop strategic opportunities in collaboration with MISA and Business Councils by 2026
+Achieve qualification for public transport projects within MENA by 2026
+Implement structured cost optimization and operational efficiency programs
+Drive revenue growth through diversified service offerings and targeted commercial levers
+Renew the existing SEITCO contract or secure a new award
+Enhance SEITCO profitability through operational and commercial optimization by 2026
+Strengthen Rekab operations to drive sustainable revenue growth
+Expand ITS service offerings and increase market penetration
+Launch the eJourney platform as a digital mobility solution by Q2 2026
+Scale eJourney as a revenue-generating digital mobility platform
+Secure Deouf AlRahman renewal by 2026
+Achieve Dammam Urban contract renewal by Q3 2027
+Secure Jeddah & Taif Urban contracts renewal by 2028
+Enhance customer satisfactions
+Improve speed of maintenance
+Optimize fleet and maintenance productivity to improve total cost of ownership (TCO)
+Improve cost efficiency per billable hour through operational optimization
+Secure PTC contract scope expansion by 2026
+Obtain PTC contract term extension by 2027
+Ensure timely renewal of PTC contract by 2028 (or at least 18 months prior to contract expiration)
+Secure CAMCO line extension approval by 2027
+Execute Merapp Business Plan through the launch of Madina workshops by 2026
+Launch Driving School by March 2026
+Pilot and validate the Training Academy operating model in Riyadh
+
+PT 2026 Strategic Roadmap
+TSS 2026 Strategic Roadmap
+SMS 2026 Strategic Roadmap
+TSS
+Q1
+Q2
+Q3
+Q4
+SMS
+Q1
+Q2
+Q3
+Q4
+PT
+Q1
+Q2
+Q3
+Q4
+
+Implement structured cost optimization and operational efficiency programs
+Enhance customer satisfactions
+Secure contract variation and scope expansion for PTC
+Drive revenue growth through diversified service and targeted levers
+Improve speed of maintenance
+Secure a high-value Tier 1 contract with strong commercial positioning
+Secure Deouf AlRahman renewal
+Improve overall contract profitability
+Optimize fleet and maintenance productivity to improve total cost of ownership (TCO)
+Complete comprehensive contract market assessment
+Improve cost efficiency per billable hour through operational optimization
+Establish at least one strategic partnership in targeted MENA market
+Strengthen Rekab operations to drive sustainable revenue growth
+Expand ITS service offerings and increase market penetration
+Execute Merapp Business Plan through the launch of Madina workshops
+Launch the eJourney platform
+Identify at least one qualified opportunity in collaboration with MISA and regional business councils
+Launch Driving School
+Scale eJourney as a revenue-generating
+Renew existing SEITCO contract or secure a new award
+Pilot and validate the Training Academy operating model in Riyadh
+Achieve qualification for PT projects within MENA
+Enhance SEITCO profitability through operational and commercial optimization
+
+
+# 2026 TSS Strategic Initiatives and Projects
+Executive
+Maintenance Excellence
+Commercialization of Ventures
+Enhance customer Satisfaction
+Improve speed of maintenance
+Optimize fleet productivity to improve (TCO)
+Improve cost efficiency per billable hour
+Execute Merapp Business Plan
+Launch Driving School
+Pilot Training Academy operating model in Riyadh
+Digitizing customer journey
+Start: 01 Feb 2026
+End: 31 Dec 2026
+
+### Chart
+
+| Category | Progress |
+|---|---|
+| Completed | 50.0 |
+50%
+
+Planned 18%
+Actual 50%
+KPI 1: Customer Satisfaction Index
+ B2B platform
+Mobile App V1
+Mobile App V2
+WO compliance rate
+Start: 18 Feb 2026
+End: 31 Dec 2026
+
+### Chart
+
+| Category | Progress |
+|---|---|
+| Completed | 50.0 |
+50%
+
+Planned 40%
+Actual 50%
+KPI 1: Completion rate 90% monthly
+Monthly report for monitoring
+Training & coaching
+Accountability Memo
+Optimize productivity to improve (TCO)
+Start: 01 Apr 2026
+End: 31 Dec 2026
+
+### Chart
+
+| Category | Progress |
+|---|---|
+| Completed | 0.0 |
+0%
+
+Planned 0%
+Actual 0%
+KPI 1: TBD
+ TBD
+Optimize Billable Hour Cost
+Start: 01 Feb 2026
+End: 31 Dec 2026
+
+### Chart
+
+| Category | Progress |
+|---|---|
+| Completed | 45.0 |
+45%
+
+Planned 45%
+Actual 45%
+KPI 1: Maintain 165 SAR billable hour cost
+ Achieve monthly productivity rate 70%
+ Achieve monthly efficiency rate 90%
+Merapp Launch Madina workshops
+Start: 01 May 2026
+End: 31 Aug 2026
+
+### Chart
+
+| Category | Progress |
+|---|---|
+| Completed | 0.0 |
+0%
+
+Planned 0%
+Actual 0%
+KPI 1: Workshop launched
+Workshop readiness completed
+Merapp workshop launched
+External operations started
+Launch Driving School
+Start: 01 Aug 2024
+End: 03 May 2026
+
+### Chart
+
+| Category | Progress |
+|---|---|
+| Completed | 88.0 |
+88%
+
+Planned 88%
+Actual 88%
+KPI 1: Licensing approval achieved
+KPI 2: Driving school operational
+Licensing requirements completed
+School setup finalized
+Operations commenced
+Pilot Training Academy in Riyadh
+Start: 01 Jan 2026
+End: 31 Dec 2026
+
+### Chart
+
+| Category | Progress |
+|---|---|
+| Completed | 78.0 |
+78%
+
+Planned 76%
+Actual 78%
+KPI 1: Pilot academy launched
+KPI 2: Certified training programs completed
+KPI 3: Academy trainers qualified
+KPI 4: Commercial launch activated
+1- Certified training programs developed-
+2- Academy pilot launched
+3- The academy was opened by the CEO
+4- Sales & Marketing launch plan activated
+Strategic Objectives
+Strategic Initiatives
+
+Strategic Project
+
+Progress
+
+Project KPIs
+
+Millstones
+
+### Notes:
+
+
+# TSS – Project: Digitizing customer journey
+Strategic Initiative
+Enhance customer Satisfaction
+Strategic Objective
+Maintenance Excellence
+| PROJECT / INITIAVE INFORMATION | | | | STATUS | |
+| --- | --- | --- | --- | --- | --- |
+| PROJECT CODE | 2026-TSS-SO1-SI1-SP1 | | | OVERALL STATUS | |
+| NAME | Digitizing customer journey | | | | |
+| DESCRIPTION | Tracking system for B2B customers fleet information and status. Communication channel application for B2B & B2C | | | | |
+| OBJECTIVES & VALUE PROPOSITION | Enhance customers satisfactions through giving them the access to monitor their fleet Enhance the customers experience by giving them access to digitally request our services | | | | |
+| BUSINESS UNIT | TSS | LEAD | Ahmed Elmahgoub | | |
+| PRE-REQUISITES | - | | | PLANNED VS ACTUAL | |
+| OUTCOME | - | | | | |
+| START DATE | 1st Feb 2026 | COMPLETION DATE | 31st Dec 2026 | | |
+| ADJUSTED DATE | - | APPROVER | - | | |
+
+### Chart
+
+| Category | Progress |
+|---|---|
+| Completed | 50.0 |
+50%
+
+### Chart
+
+| Category | Planned | Actual |
+|---|---|---|
+| Progress | 18.0 | 50.0 || KEY MILESTONES AND ACTIVITIES | | | | | | | | | |
+| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
+| # | Sub Task | Start D | End D | Adj. D\* | Planned % | Act % | Weight | Status | Remarks |
+| 1 | B2B Platform | 1st Feb 2026 | 31st Dec 2026 | | 35% | 98% | 50% | | Waiting for the owner's feedback to change the status to "Completed." |
+| 2 | Mobile App v1 | Not set | Not set | | 0% | 0% | 30% | | Project Under Strategic Review |
+| 3 | Mobile App v2 | Not set | Not set | | 0% | 0% | 20% | | |
+NOT DUE/NOT STARTED
+ON TRACK
+OFF TRACK
+5+% delay
+COMPLETED
+SLIGHTLY DELAYED (1-5% delay)
+
+
+# TSS – Project: Digitizing customer journey (B2B Platform)
+Strategic Initiative
+Enhance customer Satisfaction
+Strategic Objective
+Maintenance Excellence
+| PROJECT / INITIAVE INFORMATION | | | | STATUS | |
+| --- | --- | --- | --- | --- | --- |
+| PROJECT CODE | 2026-TSS-SO1-SI1-SP1.1 | | | OVERALL STATUS | |
+| NAME | B2B Platform | | | | |
+| DESCRIPTION | Tracking system for B2B customers fleet information and status. | | | | |
+| OBJECTIVES & VALUE PROPOSITION | Enhance customers satisfactions through giving them the access to monitor their fleet | | | | |
+| BUSINESS UNIT | TSS | LEAD | Ahmed Elmahgoub | | |
+| PRE-REQUISITES | - | | | PLANNED VS ACTUAL | |
+| OUTCOME | - | | | | |
+| START DATE | 1st Feb 2026 | COMPLETION DATE | 31st Dec 2026 | | |
+| ADJUSTED DATE | - | APPROVER | - | | |
+| LATEST UPDATE | | | | | |
+| PROGRESS TO DATE | | | NEXT STEPS | | |
+| Received some enhancements from costumer and still Initial Customer Go-Live After Prototype Completion pending | | | Pre-Launch Customer Feedback Review | | |
+| KEY MILESTONES AND ACTIVITIES | | | | | | | | | |
+| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
+| # | Sub Task | Start D | End D | Adj. D\* | Planned % | Act % | Weight | Status | Remarks |
+| 1 | identifying the scoop | 1-Feb-2026 | 11-Feb-2026 | | 100% | 100% | 10% | | |
+| 2 | Data Gathering | 12-Feb-2026 | 31-Mar-2026 | | 100% | 100% | 10% | | |
+| 3 | Planning / Development | 1-Apr-2026 | 30-Jul-2026 | | 50% | 100% | 30% | | |
+| 4 | Go-live | 1-Aug-2026 | 31-Aug-2026 | | 0% | 100% | 40% | | |
+| 5 | Launching | 1-Sep-2026 | 31-Dec-2026 | | 0% | 80% | 10% | | |
+| 6 | | | | | | | | | |
+| 7 | | | | | | | | | |
+| 8 | | | | | | | | | |
+| 10 | | | | | | | | | |
+| 11 | | | | | | | | | |
+| 12 | | | | | | | | | |
+
+### Chart
+
+| Category | Progress |
+|---|---|
+| Completed | 98.0 |
+98%
+
+### Chart
+
+| Category | Planned | Actual |
+|---|---|---|
+| Progress | 35.0 | 98.0 || BUDGET (SAR) | | | | |
+| --- | --- | --- | --- | --- |
+| APPROVED | PLANNED SPENDING | ACTUAL SPENDING | DIFFERENCE % | REMAINING |
+| - | - | - | - | - |
+| RISKS & ISSUES | | | | |
+| RISK & ISSUE | OWNER | SEVERITY | ACTION | DUE DATE |
+| - | - | - | - | - |
+NOT DUE/NOT STARTED
+ON TRACK
+OFF TRACK
+5+% delay
+COMPLETED
+SLIGHTLY DELAYED (1-5% delay)
+
+
+# TSS – Project: Digitizing customer journey (Mobile App)
+Strategic Initiative
+Enhance customer Satisfaction
+Strategic Objective
+Maintenance Excellence
+| PROJECT / INITIAVE INFORMATION | | | | STATUS | |
+| --- | --- | --- | --- | --- | --- |
+| PROJECT CODE | 2026-TSS-SO1-SI1-SP1.2 | | | OVERALL STATUS | |
+| NAME | Mobile App v1-2 Platform | | | | |
+| DESCRIPTION | Communication channel application for B2B & B2C | | | | |
+| OBJECTIVES & VALUE PROPOSITION | Enhance the customers experience by giving them access to digitally request our services | | | | |
+| BUSINESS UNIT | TSS | LEAD | Ahmed Elmahgoub | | |
+| PRE-REQUISITES | - | | | PLANNED VS ACTUAL | |
+| OUTCOME | - | | | | |
+| START DATE | - | COMPLETION DATE | - | | |
+| ADJUSTED DATE | - | APPROVER | - | | |
+| LATEST UPDATE | | | | | |
+| PROGRESS TO DATE | | | NEXT STEPS | | |
+| Project Under Strategic Review | | | Identifying the scoop | | |
+| KEY MILESTONES AND ACTIVITIES | | | | | | | | | |
+| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
+| # | Sub Task | Start D | End D | Adj. D\* | Planned % | Act % | Weight | Status | Remarks |
+| 1 | identifying the scoop | - | - | | | | | | |
+| 2 | | | | | | | | | |
+| 3 | | | | | | | | | |
+| 4 | | | | | | | | | |
+| 5 | | | | | | | | | |
+| 6 | | | | | | | | | |
+| 7 | | | | | | | | | |
+| 8 | | | | | | | | | |
+| 10 | | | | | | | | | |
+| 11 | | | | | | | | | |
+| 12 | | | | | | | | | |
+
+### Chart
+
+| Category | Progress |
+|---|---|
+| Completed | 0.0 |
+Not started
+
+### Chart
+
+| Category | Planned | Actual |
+|---|---|---|
+| Progress | 0.0 | 0.0 || BUDGET (SAR) | | | | |
+| --- | --- | --- | --- | --- |
+| APPROVED | PLANNED SPENDING | ACTUAL SPENDING | DIFFERENCE % | REMAINING |
+| - | - | - | - | - |
+| RISKS & ISSUES | | | | |
+| RISK & ISSUE | OWNER | SEVERITY | ACTION | DUE DATE |
+| - | - | - | - | - |
+NOT DUE/NOT STARTED
+ON TRACK
+OFF TRACK
+5+% delay
+COMPLETED
+SLIGHTLY DELAYED (1-5% delay)
+
+
+# TSS – Project: WO compliance rate
+Back
+Strategic Initiative
+Enhance customer Satisfaction
+Strategic Objective
+Maintenance Excellence
+| PROJECT / INITIAVE INFORMATION | | | | STATUS | |
+| --- | --- | --- | --- | --- | --- |
+| PROJECT CODE | 2026-TSS-SO1-SI2-SP1 | | | OVERALL STATUS | |
+| NAME | WO compliance rate | | | | |
+| DESCRIPTION | Improve Work Order (WO) lifecycle management by strengthening tracking of Work in Progress (WIP), reducing backlog, and ensuring timely job completion and invoicing. | | | | |
+| OBJECTIVES & VALUE PROPOSITION | To Ensure that 90% of the workorders are completed monthly. | | | | |
+| BUSINESS UNIT | TSS | LEAD | A/Aziz AlAbbad | | |
+| PRE-REQUISITES | - | | | PLANNED VS ACTUAL | |
+| OUTCOME | - | | | | |
+| START DATE | 18th Feb 2026 | COMPLETION DATE | 31st Dec 2026 | | |
+| ADJUSTED DATE | - | APPROVER | - | | |
+| LATEST UPDATE | | | | | |
+| PROGRESS TO DATE | | | NEXT STEPS | | |
+| Performance Monitoring Setup is completed | | | start the performance monitoring tasks WO completion over time. Retrain and re-coach. | | |
+| KEY MILESTONES AND ACTIVITIES | | | | | | | | | |
+| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
+| # | Sub Task | Start D | End D | Adj. D\* | Planned % | Act % | Weight | Status | Remarks |
+| 1 | Project Initiation | 18-Feb-26 | 30-Apr-26 | | 100% | 100% | 20% | | |
+| 2 | Performance Monitoring Setup | 01-May-26 | 31-May-26 | | 100% | 100% | 20% | | |
+| 3 | Performance Monitoring | 01-Aug-26 | 31-Aug-26 | | 0% | 25% | 40% | | |
+| 4 | Stabilizing & Project Closure | 01-Sep-26 | 31-Dec-26 | | 0% | 0% | 20% | | |
+
+### Chart
+
+| Category | Progress |
+|---|---|
+| Completed | 50.0 |
+50%
+
+### Chart
+
+| Category | Planned | Actual |
+|---|---|---|
+| Progress | 40.0 | 50.0 || BUDGET (SAR) | | | | |
+| --- | --- | --- | --- | --- |
+| APPROVED | PLANNED SPENDING | ACTUAL SPENDING | DIFFERENCE % | REMAINING |
+| - | - | - | - | - |
+| RISKS & ISSUES | | | | |
+| RISK & ISSUE | OWNER | SEVERITY | ACTION | DUE DATE |
+| - | - | - | - | - |
+NOT DUE/NOT STARTED
+ON TRACK
+OFF TRACK
+5+% delay
+COMPLETED
+SLIGHTLY DELAYED (1-5% delay)
+
+
+# TSS – Project: Optimize fleet productivity to improve (TCO)
+Back
+Strategic Initiative
+Optimize fleet productivity to improve (TCO)
+Strategic Objective
+Maintenance Excellence
+| PROJECT / INITIAVE INFORMATION | | | | STATUS | |
+| --- | --- | --- | --- | --- | --- |
+| PROJECT CODE | 2026-TSS-SO1-SI3-SP1 | | | OVERALL STATUS | |
+| NAME | Optimize fleet productivity to improve (TCO) | | | | |
+| DESCRIPTION | TBD | | | | |
+| OBJECTIVES & VALUE PROPOSITION | TBD | | | | |
+| BUSINESS UNIT | TSS | LEAD | Name | | |
+| PRE-REQUISITES | - | | | PLANNED VS ACTUAL | |
+| OUTCOME | - | | | | |
+| START DATE | 1st Sep 2026 | COMPLETION DATE | 31st Dec 2026 | | |
+| ADJUSTED DATE | - | APPROVER | - | | |
+| LATEST UPDATE | | | | | |
+| PROGRESS TO DATE | | | NEXT STEPS | | |
+| …………………. | | | …………………….. | | |
+| KEY MILESTONES AND ACTIVITIES | | | | | | | | | |
+| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
+| # | Sub Task | Start D | End D | Adj. D\* | Planned % | Act % | Weight | Status | Remarks |
+| 1 | | | | | | | | | |
+| 2 | | | | | | | | | |
+| 3 | | | | | | | | | |
+| 4 | | | | | | | | | |
+| 5 | | | | | | | | | |
+| 6 | | | | | | | | | |
+| 7 | | | | | | | | | |
+| 8 | | | | | | | | | |
+| 10 | | | | | | | | | |
+| 11 | | | | | | | | | |
+| 12 | | | | | | | | | |
+
+### Chart
+
+| Category | Progress |
+|---|---|
+| Completed | 0.0 |
+0%
+
+### Chart
+
+| Category | Planned | Actual |
+|---|---|---|
+| Progress | 0.0 | 0.0 || BUDGET (SAR) | | | | |
+| --- | --- | --- | --- | --- |
+| APPROVED | PLANNED SPENDING | ACTUAL SPENDING | DIFFERENCE % | REMAINING |
+| - | - | - | - | - |
+| RISKS & ISSUES | | | | |
+| RISK & ISSUE | OWNER | SEVERITY | ACTION | DUE DATE |
+| - | - | - | - | - |
+NOT DUE/NOT STARTED
+ON TRACK
+OFF TRACK
+5+% delay
+COMPLETED
+SLIGHTLY DELAYED (1-5% delay)
+
+
+# TSS – Project: Optimize Billable Hour Cost
+Back
+Strategic Initiative
+Improve cost efficiency per billable hour
+Strategic Objective
+Maintenance Excellence
+| PROJECT / INITIAVE INFORMATION | | | | STATUS | |
+| --- | --- | --- | --- | --- | --- |
+| PROJECT CODE | 2026-TSS-SO1-SI4-SP1 | | | OVERALL STATUS | |
+| NAME | Optimize Billable Hour Cost | | | | |
+| DESCRIPTION | Optimize workshop overhead allocation, technician productivity, and resource utilization to reduce total cost per billed hour. | | | | |
+| OBJECTIVES & VALUE PROPOSITION | To Ensure Cost of maintenance hour is maintained at or below 165 SAR | | | | |
+| BUSINESS UNIT | TSS | LEAD | A/Aziz AlAbbad | | |
+| PRE-REQUISITES | - | | | PLANNED VS ACTUAL | |
+| OUTCOME | - | | | | |
+| START DATE | 18th Feb 2026 | COMPLETION DATE | 31st Dec 2026 | | |
+| ADJUSTED DATE | - | APPROVER | - | | |
+| LATEST UPDATE | | | | | |
+| PROGRESS TO DATE | | | NEXT STEPS | | |
+| Conducted sessions for all workshops on how to calculate productivity and efficiency for WOs | | | Data quality assessment and enhancement based on the sessions conducted | | |
+| KEY MILESTONES AND ACTIVITIES | | | | | | | | | |
+| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
+| # | Sub Task | Start D | End D | Adj. D\* | Planned % | Act % | Weight | Status | Remarks |
+| 1 | Project Initiation | 18-Feb-26 | 30-Apr-26 | | 100% | 100% | 15% | | |
+| 2 | Monitoring Productivity | 01-May-26 | 31-May-26 | | 100% | 100% | 15% | | |
+| 3 | Productivity & Efficiency Improvement | 01-Jun-26 | 31-Jul-26 | | 50% | 50% | 30% | | |
+| 4 | Cost Optimization | 01-Aug-26 | 31-Aug-26 | | 0% | 0% | 10% | | |
+| 5 | Maintaining Productivity & efficiency | 01-Sep-26 | 30-Sep-26 | | 0% | 0% | 10% | | |
+| 6 | Performance Consolidation & Project Closure | 01-Oct-26 | 31-Dec-26 | | 0% | 0% | 20% | | |
+
+### Chart
+
+| Category | Progress |
+|---|---|
+| Completed | 45.0 |
+45%
+
+### Chart
+
+| Category | Planned | Actual |
+|---|---|---|
+| Progress | 45.0 | 45.0 || BUDGET (SAR) | | | | |
+| --- | --- | --- | --- | --- |
+| APPROVED | PLANNED SPENDING | ACTUAL SPENDING | DIFFERENCE % | REMAINING |
+| - | - | - | - | - |
+| RISKS & ISSUES | | | | |
+| RISK & ISSUE | OWNER | SEVERITY | ACTION | DUE DATE |
+| - | - | - | - | - |
+NOT DUE/NOT STARTED
+ON TRACK
+OFF TRACK
+5+% delay
+COMPLETED
+SLIGHTLY DELAYED (1-5% delay)
+
+
+# TSS – Project: Establish Madinha Workshop
+Back
+Strategic Initiative
+Execute Merapp Business Plan
+Strategic Objective
+Commercialization of Ventures
+| PROJECT / INITIAVE INFORMATION | | | | STATUS | |
+| --- | --- | --- | --- | --- | --- |
+| PROJECT CODE | 2026-TSS-SO2-SI1-SP1 | | | OVERALL STATUS | |
+| NAME | Establish Madinah Workshop | | | | |
+| DESCRIPTION | Establish Madinah Workshop. Includes Construction on Rented workshop site - Equipping the workshop with needed Equipment & Tools, Recruiting staff as needed , Obtaining needed formal licenses & kick off operations. | | | | |
+| OBJECTIVES & VALUE PROPOSITION | Execute Merapp Business Plan through the launch of Madina workshops | | | | |
+| BUSINESS UNIT | TSS | LEAD | Saeed Basonbl | | |
+| PRE-REQUISITES | - | | | PLANNED VS ACTUAL | |
+| OUTCOME | - | | | | |
+| START DATE | - | COMPLETION DATE | - | | |
+| ADJUSTED DATE | - | APPROVER | - | | |
+| LATEST UPDATE | | | | | |
+| PROGRESS TO DATE | | | NEXT STEPS | | |
+| - | | | - | | |
+| KEY MILESTONES AND ACTIVITIES | | | | | | | | | |
+| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
+| # | Sub Task | Start D | End D | Adj. D\* | Planned % | Act % | Weight | Status | Remarks |
+| 1 | Construction Works | 01-May-26 | | | | | | | The dates are tentative and might change because no contract has been signed yet |
+| 2 | Furniture | | | | | | | | |
+| 3 | Recruitment: Wshop Manager | | | | | | | | |
+| | Recruitment:Service Advisor | | | | | | | | |
+| | Recruitment: Technicians | | | | | | | | |
+| | Scheduler | | | | | | | | |
+| | Tools & equipment | | | | | | | | |
+| 4 | Suppliers | | | | | | | | |
+| 5 | Systems & Communicati | | | | | | | | |
+| | Hardware | | | | | | | | |
+| | System | | | | | | | | |
+| | CCTV | | | | | | | | |
+| | Network | | | | | | | | |
+| 6 | Licenses & Approvals: | | | | | | | | |
+| | Civil Defense | | | | | | | | |
+| | Baladia Certificate | | | | | | | | |
+| | SASO | | | | | | | | |
+| | Location’s Insurance | | | | | | | | |
+| 7 | Marketing & Other Related Requirements: | | | | | | | | |
+| | Signboards (Fascia) | | | | | | | | |
+| | Google Map | | | | | | | | |
+| | Opening Ceremony | | | | | | | | |
+| | Advertising | | | | | | | | |
+| | Point of Sales | | | | | | | | |
+| 8 | Kick Off | | | | | | | | |
+
+### Chart
+
+| Category | Progress |
+|---|---|
+| Completed | 0.0 |
+0%
+
+### Chart
+
+| Category | Planned | Actual |
+|---|---|---|
+| Progress | 0.0 | 0.0 || BUDGET (SAR) | | | | | | |
+| --- | --- | --- | --- | --- | --- | --- |
+| APPROVED | PLANNED SPENDING | | ACTUAL SPENDING | | DIFFERENCE % | REMAINING |
+| - | - | | - | | - | - |
+| RISKS & ISSUES | | | | | | |
+| RISK & ISSUE | OWNER | OWNER | SEVERITY | ACTION | ACTION | DUE DATE |
+| - | Yasser | - | - | - | Start earlier to identify the requirements & prepare them | - |
+NOT DUE/NOT STARTED
+ON TRACK
+OFF TRACK
+5+% delay
+COMPLETED
+SLIGHTLY DELAYED (1-5% delay)
+
+
+# TSS – Project: Launch Driving School
+Strategic Initiative
+Launch Driving School
+Strategic Objective
+Commercialization of Ventures
+| KEY MILESTONES AND ACTIVITIES | | | | | | | | | |
+| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
+| # | Sub Task | Start D | End D | Adj. D\* | Planned % | Act % | Weight | Status | Remarks |
+| 1 | Demolition work on the site designated for the driving school | 08-Jan-24 | 10-Jan-24 | 01-Aug-24 | 100% | 100% | 8% | | |
+| 2 | Construction work for the building, training fields, and final finishes | 03-Mar-25 | 25-Dec-25 | 28-Mar-26 | 100% | 100% | 16% | | Final finishing works are in progress, and completion is expected by 20/04/2026 |
+| 3 | Choosing a trade name and establishing the company | 15-Dec-24 | 20-Feb-25 | 20-Aug-25 | 100% | 100% | 5% | | |
+| 4 | Equipment and tools used to operate the school (safety equipment, simulators, and computers) | 16-Apr-25 | 16-Jul-25 | 23-Jan-26 | 100% | 100% | 7% | | |
+| 5 | Supply of vehicles (motorcycles, cars, large and small buses, large and small trucks) | 16-Apr-25 | 16-Jul-25 | 23-Jan-26 | 100% | 100% | 7% | | |
+| 6 | Administrative organizational structure | 25-May-25 | 25-Jun-26 | - | 100% | 100% | 4% | | |
+| 7 | Operating system and financial system | 06-Feb-25 | 08-Jan-25 | 25-Mar-26 | 100% | 100% | 5% | | |
+| 8 | Create expense and revenue accounts | 06-Feb-25 | 08-Jan-25 | 12-Aug-25 | 100% | 100% | 5% | | |
+| 9 | Starting the recruitment and hiring process and obtaining Traffic Department approvals for the recruitment. | 07-Jun-25 | 31-Aug-25 | 25-Mar-26 | 100% | 100% | 7% | | Work has been temporarily paused until the building’s readiness is confirmed and the actual operational start date is finalized |
+| 10 | Starting the Training of Trainers process for Phase One | 28-Mar-26 | — | 20-Apr-26 | 100% | 100% | 6% | | |
+| 11 | Issuance of a Balady license | 02-Feb-26 | — | 31-Aug-26 | 70% | 65% | 7% | | The electronic title deed was recently issued. Therefore, the process is being handled manually in coordination with the Amanah and Municipality authorities. |
+| 12 | Training employees on the operating system | 21-Apr-26 | — | 2-May-26 | 100% | 100% | 6% | | |
+| 13 | Soft Opening | — | — | 3-May-26 | 100% | 100% | 7% | | Requires approval from the Traffic Department |
+| 14 | Starting the Training of Trainers process for Phase Two | 2-May-26 | — | 25-May-26 | 100% | 100% | 6% | | |
+| 15 | The official opening of the project. | — | — | — | 0% | 0% | 4% | | To be determined later by the Traffic Department. |
+| PROJECT / INITIAVE INFORMATION | | | | STATUS | |
+| --- | --- | --- | --- | --- | --- |
+| PROJECT CODE | 2026-TSS-SO2-SI2-SP1 | | | OVERALL STATUS | |
+| NAME | Driving School Establishment Project | | | | |
+| DESCRIPTION | Establishment and Operation of a Driving School | | | | |
+| OBJECTIVES & VALUE PROPOSITION | Providing driver training services for obtaining traffic licenses | | | | |
+| BUSINESS UNIT | TSS | LEAD | Naif Alhassun | | |
+| PRE-REQUISITES | - | | | PLANNED VS ACTUAL | |
+| OUTCOME | - | | | | |
+| START DATE | 1st Aug 2024 | COMPLETION DATE | 25th Dec 2025 | | |
+| ADJUSTED DATE | 3rd May 2026 | APPROVER | - | | |
+| LATEST UPDATE | | | | | |
+| PROGRESS TO DATE | | | NEXT STEPS | | |
+| The property electronic title deed was recently issued | | | Coordinating with Municipality on the Issuance of a Balady license Waiting Traffic department for an update on the opening date | | |
+
+### Chart
+
+| Category | Progress |
+|---|---|
+| Completed | 88.0 |
+88%
+
+### Chart
+
+| Category | Planned | Actual |
+|---|---|---|
+| Progress | 88.0 | 88.0 || BUDGET (SAR) | | | | |
+| --- | --- | --- | --- | --- |
+| APPROVED | PLANNED SPENDING | ACTUAL SPENDING | DIFFERENCE % | REMAINING |
+| 47,178,000 | 46,800,951 | 43,820,940 | 0% | 2,980,011 |
+| RISKS & ISSUES | | | | |
+| RISK & ISSUE | OWNER | SEVERITY | ACTION | DUE DATE |
+| Failure to update the property deed. Inability to obtain the business activity license. | Naif Alhassun | High | The matter has been escalated to the officials at the Ministry of Justice. Work is underway to obtain an exemption from the title deed update requirement in coordination with the Jeddah Municipality. | 31st Dec 2026 |
+NOT DUE/NOT STARTED
+ON TRACK
+OFF TRACK
+5+% delay
+COMPLETED
+SLIGHTLY DELAYED (1-5% delay)
+
+### Notes:
+
+
+# TSS – Project: Pilot Training Academy in Riyadh
+Back
+Strategic Initiative
+Pilot Training Academy operating model in Riyadh
+Strategic Objective
+Commercialization of Ventures
+| KEY MILESTONES AND ACTIVITIES | | | | | | | | | |
+| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
+| # | Sub Task | Start D | End D | Adj. D\* | Planned % | Act % | Weight | Status | Remarks |
+| 1 | Develop certified training programs | 01-Jan-26 | 31-Mar-26 | - | 100% | 100% | 25% | | |
+| 2 | Conduct trainings for academy trainers | 01-Jan-26 | 30-Jul-26 | - | 70% | 60% | 25% | | |
+| 3 | Launching of ARTC (Opening ceremony) | 01-Jan-26 | 31-Dec-26 | - | 100% | 100% | 25% | | |
+| 4 | Official launching of sales and marketing operations | 01-Jan-26 | 31-Dec-26 | - | 42% | 50% | 25% | | |
+| 5 | | | | | | | | | |
+| 6 | | | | | | | | | |
+| PROJECT / INITIAVE INFORMATION | | | | STATUS | |
+| --- | --- | --- | --- | --- | --- |
+| PROJECT CODE | 2026-TSS-SO2-SI3-SP1 | | | OVERALL STATUS | |
+| NAME | Training Academy Grand Opening | | | | |
+| DESCRIPTION | This project focuses on establishing the Pilot Training Academy in Riyadh by developing certified training programs, launching the ARTC centre, developing academy trainers, and activating sales and marketing operations to ensure full operational and commercial readiness. | | | | |
+| OBJECTIVES & VALUE PROPOSITION | To enhance the Academy’s organizational training capability through certified programs, supporting operational readiness with the launch of the ARTC centre, to strengthen instructional quality by developing academy trainers, and to boost market presence by activating structured sales and marketing operations to enable sustainable future expansion. | | | | |
+| BUSINESS UNIT | TSS | LEAD | Kevin | | |
+| PRE-REQUISITES | The project will deliver a fully ready training platform through certified programs, ARTC activation, trainer development, and commercial readiness, enabling sustainable growth, commercial transformation, and increased revenue. | | | PLANNED VS ACTUAL | |
+| OUTCOME | | | | | |
+| START DATE | 1st Jan 2026 | COMPLETION DATE | 31st Dec 2026 | | |
+| ADJUSTED DATE | - | APPROVER | - | | |
+| LATEST UPDATE | | | | | |
+| PROGRESS TO DATE | | | NEXT STEPS | | |
+| Certified training programs have been fully completed (100%). Trainer qualification and development has started. The ARTC has been officially launched. Initial marketing activities have begun. | | | Trainer qualification and development is in progress following the completion of the Amazon project. | | |
+
+### Chart
+
+| Category | Progress |
+|---|---|
+| Completed | 78.0 |
+78%
+
+### Chart
+
+| Category | Planned | Actual |
+|---|---|---|
+| Progress | 76.0 | 78.0 || BUDGET (SAR) | | | | | | | |
+| --- | --- | --- | --- | --- | --- | --- | --- |
+| APPROVED | PLANNED SPENDING | | ACTUAL SPENDING | | DIFFERENCE % | REMAINING | |
+| - | - | | - | | - | - | |
+| RISKS & ISSUES | | | | | | | |
+| RISK & ISSUE | OWNER | OWNER | SEVERITY | SEVERITY | ACTION | DUE DATE | DUE DATE |
+| Low sales performance risk | Marketing team & Admin team | Keven | High | High | Align with Sales team to improve sales performance. | Under Progress | Q 2 |
+NOT DUE/NOT STARTED
+ON TRACK
+OFF TRACK
+5+% delay
+COMPLETED
+SLIGHTLY DELAYED (1-5% delay)
+
+
+
+# Thank you
+
+### Notes:
\ No newline at end of file
diff --git a/PMO_Sectors_BUs_Monthly_Report_May_2026_TSS.md b/PMO_Sectors_BUs_Monthly_Report_May_2026_TSS.md
new file mode 100644
index 000000000..03977bbd1
--- /dev/null
+++ b/PMO_Sectors_BUs_Monthly_Report_May_2026_TSS.md
@@ -0,0 +1,1488 @@
+
+
+
+
+PMO Monthly Report
+May 2025
+
+### Notes:
+
+
+
+Contents
+Executive Strategic Roadmap and Projects
+VCI
+Monthly Dashboard
+Business Development Pipeline
+SIE - Strategy and Investment & Excellence
+FS - Finance and Support
+PT - Public Transportation
+SMS - Specialized Mobility Solutions
+TSS - Technical Shared Services
+
+### Notes:
+
+
+
+Contents
+Executive Strategic Roadmap and Projects
+VCI
+Monthly Dashboard
+Business Development Pipeline
+SIE - Strategy and Investment & Excellence
+FS - Finance and Support
+PT - Public Transportation
+SMS - Specialized Mobility Solutions
+TSS - Technical Shared Services
+
+### Notes:
+
+
+
+TSS Executive Dashboard – May 2026
+
+
+
+Financials
+Statistics
+DRAFT
+TSS BU Performance Analysis
+33.7%
+Saudization
+875
+Employees
+
+
+
+
+
+Revenue
+92.9 M
+
+YTD
+
+118.3 M
+YTDB
+77.1 M
+YTD 25
+
+Gross Profit
+7.3 M
+
+ 7.8%*
+YTD
+
+12.7%*
+ 15.1 M
+YTDB
+15.9%*
+ 12.2 M
+YTD 25
+
+Net Profit
+0.9 M
+
+ 0.9 %*
+YTD
+
+9.3 %*
+11 M
+YTDB
+10 %*
+7.7 M
+YTD 25
+
+Full Year View (Net Profit)
+ 16 M
+6.3%*
+
+FYEE 26
+
+9.4%*
+ 26.1 M
+Bud 26
+7.5%*
+16 M
+Act 25
+477
+Technicians
+
+
+
+
+398
+Mgnt.**
+MAINTENANCE
+DRIVING SCHOOL
+
+Revenue
+74.8
+
+YTD
+
+77.6 M
+YTDB
+ 66.7 M
+YTD 25
+
+Gross Profit
+ 15.7 M
+
+20.9%
+YTD
+
+ 12.9 M
+16.6%*
+YTDB
+22%*
+YTD 25
+ 14.7 M
+
+Net Profit
+
+ 10.8 M
+ 14.4%*
+YTD
+
+ 9.8 M
+12.6%*
+YTDB
+16.4 %*
+YTD 25
+11 M
+
+Full Year View
+
+21.4 M
+12.2%*
+FYEE 26
+
+ 20.3 M
+11.5%*
+Bud 26
+32.5 M
+17.5%*
+Act 25
+
+Revenue
+ 0.1 M
+
+YTD
+
+ 9.2 M
+YTDB
+ NA
+YTD 25
+
+Gross Profit
+(2.1) M
+
+YTD
+(1541.9)%*
+ (0) M
+
+(0.1)%*
+YTDB
+0%*
+YTD 25
+NA
+
+Net Profit
+(2.6) M
+
+(1923.3)%*
+YTD
+
+(0.0) M
+(0.1)%*
+YTDB
+0%*
+YTD 25
+NA
+
+Full Year View
+(3.8)%*
+(0.6) M
+
+FYEE 26
+
+2.1 M
+8.4%*
+Bud 26
+0%*
+Act 25
+(1.5)
+
+
+3.1 M
+Leave
+Balance
+
+
+2.01%
+Female
+
+
+MERAPP
+TRAINING ACADEMY
+
+Revenue
+ 4 M
+
+YTD
+
+ 9.6 M
+YTDB
+0.6 M
+YTD 25
+
+Gross Profit
+ (3.4) M
+
+YTD
+(83.7)%*
+
+ (1) M
+(10.7)%*
+YTDB
+(150.6)%*
+(0.9) M
+YTD 25
+
+Net Profit
+(3.9) M
+
+(98)%*
+YTD
+
+(1.4) M
+(14.6)%*
+YTDB
+(241.6)%*
+(1.4) M
+YTD 25
+
+Full Year View
+(3.3) M
+
+(12.3)%*
+FYEE 26
+
+(0.7) M
+(2.3)%*
+Bud 26
+(4.7)M
+Act 25
+(153)%*
+
+Revenue
+ 0.7 M
+
+YTD
+
+3.9 M
+YTDB
+0.6 M
+YTD 25
+
+Gross Profit
+(2.7) M
+
+(372.4)%*
+YTD
+
+20.5 %*
+0.8 M
+YTDB
+(228.2)%*
+(1.3) M
+YTD 25
+
+Net Profit
+(2.9) M
+
+(406)%*
+YTD
+16.4%*
+
+0.6 M
+YTDB
+(253)%*
+(1.4) M
+YTD 25
+
+Full Year View
+ (1.8) M
+
+(26.5)%*
+FYEE 26
+18.3%*
+
+1.8 M
+Bud 26
+(683)%*
+(5.9)M
+Act 25
+2.5 M
+External
+Revenue
+
+
+
+
+0.33%
+Voluntary
+Turnover
+
+
+** Mgnt include admin and operation
+
+Strategic KPIs
+Operational KPIs
+Key Highlight / Pipeline
+| # | KPIs | Unit | Target | YTD |
+| --- | --- | --- | --- | --- |
+| 1 | TSS maintenance productivity rate | % | 75% | 85% |
+| 2 | TSS maintenance efficiency rate | % | 90% | 109% |
+| 3 | Spare parts inventory turnover ratio | # | 3 times | Annual |
+| 4 | Lost time due to injuries per working hour TSS | % | less than 1% | < 1 |
+| 5 | Hours available to hours sold in Merapp (Productivity) | % | 70% | 14% |
+| 6 | Utilization rate for driving school | % | 65% | Not Started |
+| 7 | Utilization rate for training academy | % | 65% | 30% |
+1
+Authorized Service Center (Dealership) – Concept Only (under evaluation)
+Government bids through Eitimad Platform - Concept Only (under evaluation)
+2
+Platform to Link between Buyer & Supplier Forsah Platform - Concept Only (under evaluation)
+3
+4
+Spare Parts Supply - Concept Only (under evaluation)
+5
+Leading Integrated Online & offline platform for Automotive service in China – Franchise (Tuhu Franchise) - Concept Only (under evaluation)
+Defensive driving training for Pepsi Co (A purchase order is under processing (450,000 SAR))
+6
+ARTC got initial confirmation from PTC for First aid and fire safety
+7
+ARTC got a confirmation From Qiddiya to deliver mock training for HSE LOCAL AND INTERNATIONAL COURSE
+7
+Maintenance Excellence
+Commercialization of Ventures
+Achieve 85% customer satisfaction rate
+
+Implement Merapp Business Plan by launching Madina workshops by 2026
+
+Launching Driving School by March 2026
+
+Pilot and Validate Training Academy Model in Riyadh
+
+Ensure full WO compliance and sustain at least a 90% monthly WO completion rate by 2026
+
+Fleet & maintenance output (TCO)
+
+Achieve 165 SAR of total cost per billable hour
+
+Not started
+In Progress
+Pending
+Completed
+
+Need Support
+
+
+* Margin
+
+### Notes:
+Utilization Rate for ARTC:
+1-calculated based on 12 training rooms (5 at Al‑Suwaidi a, 6 at Al‑Hair and 1 at Dammam). 2-May utilization rate: 64%, Due to Amazon training activities at Al‑Hair & Dammam 3- Cumulative utilization rate: 29.5%
+
+
+TSS view by Business Line – May 2026
+
+
+DRAFT
+May 2026 – SAPTCO TSS business lines
+
+TSS REVENUE by Business Line
+Full year view
+YTD view (end of May)
+
+Unit: SAR M
+Unit: SAR M
+
+YTD Actuals 2025
+YTD Budget 2026
+YTD Actuals 2026
+FY Actuals 2025
+FY Budget 2026
+FY Forecast 2026*
+
+### Chart
+
+| Category | | | |
+|---|---|---|---|
+
+### Chart
+
+| Category | | | |
+|---|---|---|---|SAPTCO
+Maintenance
+Merapp
+TA
+Dealership
+Driving School
+General
+Services
+SAPTCO
+Maintenance
+Merapp
+TA
+Dealership
+Driving School
+General
+Services
+
+TSS GROSS PROFIT by Business Line
+YTD view (end of May)
+Full year view
+
+Unit: SAR M
+Gross margin %
+Unit: SAR M
+Gross margin %
+
+YTD Actuals 2025
+YTD Budget 2026
+YTD Actuals 2026
+FY Actuals 2025
+FY Budget 2026
+FY Forecast 2026*
+
+-372.4%
+-118.1%
+22%
+16.6 %
+20.9 %
+-150.6
+-10.7%
+-83.7%
+-228.2%
+20.5%
+1.7 %
+16.6%
+20.5%
+0.0%
+3.8%
+-1541.9
+-3.4%
+ 2.3%
+-26.9%
+22.4%
+15.9%
+17.7%
+0.6 %
+-8.0%
+-646.1%
+22.3%
+-19.4%
+58.8%
+15.9%
+17.8%
+0.0%
+11.8%
+2.9%
+-29.8%
+0.5%
+-11.3%
+
+### Chart
+
+| Category | | | |
+|---|---|---|---|
+
+### Chart
+
+| Category | | | |
+|---|---|---|---|SAPTCO
+Maintenance
+TA
+Dealership
+Driving School
+General
+Services
+SAPTCO
+Maintenance
+TA
+Dealership
+Driving School
+General
+Services
+Merapp
+Merapp
+
+TSS NET PROFIT by Business Line
+YTD view (end of May)
+Full year view
+
+Unit: SAR M
+Net margin %
+Unit: SAR M
+Net margin %
+
+YTD Actuals 2025
+YTD Budget 2026
+YTD Actuals 2026
+FY Actuals 2025
+FY Budget 2026
+FY Forecast 2026*
+
+0.0
+%
+
+0.1
+%
+
+-1923.3
+%
+
+-241.6
+%
+
+-14.6
+%
+
+-98
+%
+
+-406
+%
+
+16.4%
+
+-253
+%
+
+16.4
+%
+
+12.6
+%
+
+14.4
+%
+
+-5.1
+%
+
+16.5%
+
+20.2%
+
+-5.2
+%
+
+-29.8
+%
+
+0.6
+%
+
+17.5
+%
+
+11.5
+%
+
+12.2
+%
+
+-153.3
+%
+
+-2.3
+%
+
+-12.3
+%
+
+-682.8
+%
+
+18.3
+%
+
+-26.5
+%
+
+55.8
+%
+
+15.7
+%
+
+17.5
+%
+
+0.0
+%
+
+8.4
+%
+
+-3.8
+%
+
+-1.3
+%
+
+-13.6
+%
+
+-31.5
+%
+
+### Chart
+
+| Category | | | |
+|---|---|---|---|
+
+### Chart
+
+| Category | | | |
+|---|---|---|---|
+
+General
+Services
+SAPTCO Maintenance
+Merapp
+TA
+Dealership
+Driving School
+SAPTCO Maintenance
+Merapp
+TA
+Dealership
+Driving School
+General
+Services
+*Forecast 2025 based on YTD May ‘26
+
+### Notes:
+
+
+
+Contents
+Executive Strategic Roadmap and Projects
+VCI
+Monthly Dashboard
+Business Development Pipeline
+SIE - Strategy and Investment & Excellence
+FS - Finance and Support
+PT - Public Transportation
+SMS - Specialized Mobility Solutions
+TSS - Technical Shared Services
+
+### Notes:
+
+
+# TSS Business Development Pipeline
+| TSS – Technical Shared Services | | | | | | | |
+| --- | --- | --- | --- | --- | --- | --- | --- |
+| # | Opportunity | Description | Client | Potential\* | Business Line | Status\*\* | Comments / Update |
+| 1 | School Buses Driver Trining | Develop a comprehensive 360° training program for school bus drivers to ensure safety and compliance. | Rafed | Med | Aalam Alriyadah | In Progress | we have requested meeting with Director of Procurement Department |
+| 2 | Defensive driving | Provide advanced defensive driving training programs designed to enhance driver awareness, reduce incident risks, and promote safe driving behavior across all operational environments. SAPTCO to support as the strategic training partner for delivery and coordination. | Pepsi Cola | High | Aalam Alriyadah | In Progress | we recently had a meeting- PO is expected by Q 2 |
+| 3 | HSE LOCAL AND INTERNATIONAL COURSE | We are providing internation HSE Training like OSHA and local HSE Training | ARKAD ENGEERING AND UNIQUE LINES | High | Aalam Alriyadah | In Progress | We have received a po worth 200,000 in which we have completed 119,600 sar |
+| 4 | HSE LOCAL AND INTERNATIONAL COURSE | We will be providing Operator Training for all machines | SUNBULAH GROUP | High | Aalam Alriyadah | In Progress | We have submiited quotation for 100,000 sar and we are expecting po this month |
+| 5 | FIRST AID AND FIRE SAFETY | Saudi Heart Association First Aid Training and the Fire Safety | PTC | High | Aalam Alriyadah | In Progress | We have got initial confirmation for first aid for 260,000 sar in which we have submitted invoice in may for 81,000 sar |
+| 6 | HSE LOCAL AND INTERNATIONAL COURSE | We will be Providing all HSE Training at Qiddiya Site | QIDDIYA | High | Aalam Alriyadah | | We got a confirmation to deliver mock training on 9th june 2026 at qiddiya ho |
+| 8 | New tender for school buses | Rafed willing to put a tender for school transportation and will be a huge demand on new buses | Rafed | High | Dealership | In Progress | Awaiting tender release and engaging with rafed to understand bus requirements. |
+| 9 | Authorized Service Centre (Dealership) | Authorized Maintenance services | Under Assessment | Med | Maintenance | Not Started | New |
+| 10 | Eitimad Platform | Securing Government bids contracts | Under Assessment | Med | Maintenance | Not Started | New |
+| 11 | Forsah Platform | A Platform to Link between Buyer & Supplier to expand the potential client's pole | Under Assessment | Low | Maintenance | Not Started | New |
+| 12 | Spare Parts Supply | Sprae parts Provision | Under Assessment | Low | Auto parts | Not Started | New |
+| 13 | Leading Integrated Online & offline Franchise platform | Leading Integrated Online & offline platform for Automotive service in China - Franchise | Under Assessment | Low | Car Care | Not Started | New |
+*Potential: Low, Med, High, Highest
+**Status: Not Started, In Progress, Pending, Late, Closed
+
+
+
+Contents
+Executive Strategic Roadmap and Projects
+VCI
+Monthly Dashboard
+Business Development Pipeline
+SIE - Strategy and Investment & Excellence
+FS - Finance and Support
+PT - Public Transportation
+SMS - Specialized Mobility Solutions
+TSS - Technical Shared Services
+
+### Notes:
+
+
+# BUs Strategic Objectives and Initiatives
+
+
+
+
+
+
+Maintain & Extend Riyadh Projects (PTC & CAMCO)
+Increase the Volume of local Urban Contracts
+Expand to MENA region PT Contracts
+Maintenance Excellence
+Commercialization of Ventures
+Implement Charters Strategy
+Enhance Contracts Profitability
+Deliver DMS Strategy
+SEITCO Contract Expansion
+Secure a high-value Tier 1 contract with strong commercial positioning
+Improve overall contract profitability and margin performance by 2026
+Complete comprehensive contract market assessment
+Establish strategic partnership agreements within targeted MENA countries by 2026
+Identify and develop strategic opportunities in collaboration with MISA and Business Councils by 2026
+Achieve qualification for public transport projects within MENA by 2026
+Implement structured cost optimization and operational efficiency programs
+Drive revenue growth through diversified service offerings and targeted commercial levers
+Renew the existing SEITCO contract or secure a new award
+Enhance SEITCO profitability through operational and commercial optimization by 2026
+Strengthen Rekab operations to drive sustainable revenue growth
+Expand ITS service offerings and increase market penetration
+Launch the eJourney platform as a digital mobility solution by Q2 2026
+Scale eJourney as a revenue-generating digital mobility platform
+Secure Deouf AlRahman renewal by 2026
+Achieve Dammam Urban contract renewal by Q3 2027
+Secure Jeddah & Taif Urban contracts renewal by 2028
+Enhance customer satisfactions
+Improve speed of maintenance
+Optimize fleet and maintenance productivity to improve total cost of ownership (TCO)
+Improve cost efficiency per billable hour through operational optimization
+Secure PTC contract scope expansion by 2026
+Obtain PTC contract term extension by 2027
+Ensure timely renewal of PTC contract by 2028 (or at least 18 months prior to contract expiration)
+Secure CAMCO line extension approval by 2027
+Execute Merapp Business Plan through the launch of Madina workshops by 2026
+Launch Driving School by March 2026
+Pilot and validate the Training Academy operating model in Riyadh
+
+PT 2026 Strategic Roadmap
+TSS 2026 Strategic Roadmap
+SMS 2026 Strategic Roadmap
+TSS
+Q1
+Q2
+Q3
+Q4
+SMS
+Q1
+Q2
+Q3
+Q4
+PT
+Q1
+Q2
+Q3
+Q4
+
+Implement structured cost optimization and operational efficiency programs
+Enhance customer satisfactions
+Secure contract variation and scope expansion for PTC
+Drive revenue growth through diversified service and targeted levers
+Improve speed of maintenance
+Secure a high-value Tier 1 contract with strong commercial positioning
+Secure Deouf AlRahman renewal
+Improve overall contract profitability
+Optimize fleet and maintenance productivity to improve total cost of ownership (TCO)
+Complete comprehensive contract market assessment
+Improve cost efficiency per billable hour through operational optimization
+Establish at least one strategic partnership in targeted MENA market
+Strengthen Rekab operations to drive sustainable revenue growth
+Expand ITS service offerings and increase market penetration
+Execute Merapp Business Plan through the launch of Madina workshops
+Launch the eJourney platform
+Identify at least one qualified opportunity in collaboration with MISA and regional business councils
+Launch Driving School
+Scale eJourney as a revenue-generating
+Renew existing SEITCO contract or secure a new award
+Pilot and validate the Training Academy operating model in Riyadh
+Achieve qualification for PT projects within MENA
+Enhance SEITCO profitability through operational and commercial optimization
+
+
+# 2026 TSS Strategic Initiatives and Projects
+Executive
+Maintenance Excellence
+Commercialization of Ventures
+Enhance customer Satisfaction
+Improve speed of maintenance
+Optimize fleet productivity to improve (TCO)
+Improve cost efficiency per billable hour
+Execute Merapp Business Plan
+Launch Driving School
+Pilot Training Academy operating model in Riyadh
+Digitizing customer journey
+Start: 01 Feb 2026
+End: 31 Dec 2026
+
+### Chart
+
+| Category | Progress |
+|---|---|
+| Completed | 48.0 |
+48%
+
+Planned 18%
+Actual 48%
+KPI 1: Customer Satisfaction Index
+ B2B platform
+Mobile App V1
+Mobile App V2
+WO compliance rate
+Start: 18 Feb 2026
+End: 31 Dec 2026
+
+### Chart
+
+| Category | Progress |
+|---|---|
+| Completed | 36.0 |
+36%
+
+Planned 40%
+Actual 36%
+KPI 1: Completion rate 90% monthly
+Monthly report for monitoring
+Training & coaching
+Accountability Memo
+Optimize productivity to improve (TCO)
+Start: 01 Apr 2026
+End: 31 Dec 2026
+
+### Chart
+
+| Category | Progress |
+|---|---|
+| Completed | 0.0 |
+0%
+
+Planned 0%
+Actual 0%
+KPI 1: TBD
+ TBD
+Optimize Billable Hour Cost
+Start: 01 Feb 2026
+End: 31 Dec 2026
+
+### Chart
+
+| Category | Progress |
+|---|---|
+| Completed | 27.0 |
+27%
+
+Planned 30%
+Actual 27%
+KPI 1: Maintain 165 SAR billable hour cost
+ Achieve monthly productivity rate 70%
+ Achieve monthly efficiency rate 90%
+Merapp Launch Madina workshops
+Start: 01 May 2026
+End: 31 Aug 2026
+
+### Chart
+
+| Category | Progress |
+|---|---|
+| Completed | 0.0 |
+0%
+
+Planned 0%
+Actual 0%
+KPI 1: Workshop launched
+Workshop readiness completed
+Merapp workshop launched
+External operations started
+Launch Driving School
+Start: 01 Aug 2024
+End: 03 May 2026
+
+### Chart
+
+| Category | Progress |
+|---|---|
+| Completed | 93.0 |
+93%
+
+Planned 93%
+Actual 93%
+KPI 1: Licensing approval achieved
+KPI 2: Driving school operational
+Licensing requirements completed
+School setup finalized
+Operations commenced
+Pilot Training Academy in Riyadh
+Start: 01 Jan 2026
+End: 31 Dec 2026
+
+### Chart
+
+| Category | Progress |
+|---|---|
+| Completed | 78.0 |
+78%
+
+Planned 76%
+Actual 78%
+KPI 1: Pilot academy launched
+KPI 2: Certified training programs completed
+KPI 3: Academy trainers qualified
+KPI 4: Commercial launch activated
+1- Certified training programs developed-
+2- Academy pilot launched
+3- The academy was opened by the CEO
+4- Sales & Marketing launch plan activated
+Strategic Objectives
+Strategic Initiatives
+
+Strategic Project
+
+Progress
+
+Project KPIs
+
+Millstones
+
+
+# TSS – Project: Digitizing customer journey
+Strategic Initiative
+Enhance customer Satisfaction
+Strategic Objective
+Maintenance Excellence
+| PROJECT / INITIAVE INFORMATION | | | | STATUS | |
+| --- | --- | --- | --- | --- | --- |
+| PROJECT CODE | 2026-TSS-SO1-SI1-SP1 | | | OVERALL STATUS | |
+| NAME | Digitizing customer journey | | | | |
+| DESCRIPTION | Tracking system for B2B customers fleet information and status. Communication channel application for B2B & B2C | | | | |
+| OBJECTIVES & VALUE PROPOSITION | Enhance customers satisfactions through giving them the access to monitor their fleet Enhance the customers experience by giving them access to digitally request our services | | | | |
+| BUSINESS UNIT | TSS | LEAD | Ahmed Elmahgoub | | |
+| PRE-REQUISITES | - | | | PLANNED VS ACTUAL | |
+| OUTCOME | - | | | | |
+| START DATE | 1st Feb 2026 | COMPLETION DATE | 31st Dec 2026 | | |
+| ADJUSTED DATE | - | APPROVER | - | | |
+
+### Chart
+
+| Category | Progress |
+|---|---|
+| Completed | 48.0 |
+48%
+
+### Chart
+
+| Category | Planned | Actual |
+|---|---|---|
+| Progress | 18.0 | 48.0 || KEY MILESTONES AND ACTIVITIES | | | | | | | | | |
+| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
+| # | Sub Task | Start D | End D | Adj. D\* | Planned % | Act % | Weight | Status | Remarks |
+| 1 | B2B Platform | 1st Feb 2026 | 31st Dec 2026 | | 35% | 95% | 50% | | |
+| 2 | Mobile App v1 | Not set | Not set | | 0% | 0% | 30% | | Project Under Strategic Review |
+| 3 | Mobile App v2 | Not set | Not set | | 0% | 0% | 20% | | |
+NOT DUE/NOT STARTED
+ON TRACK
+OFF TRACK
+5+% delay
+COMPLETED
+SLIGHTLY DELAYED (1-5% delay)
+
+
+# TSS – Project: Digitizing customer journey (B2B Platform)
+Enhance customer Satisfaction
+Strategic Initiative
+Strategic Objective
+Maintenance Excellence
+| PROJECT / INITIAVE INFORMATION | | | | STATUS | |
+| --- | --- | --- | --- | --- | --- |
+| PROJECT CODE | 2026-TSS-SO1-SI1-SP1.1 | | | OVERALL STATUS | |
+| NAME | B2B Platform | | | | |
+| DESCRIPTION | Tracking system for B2B customers fleet information and status. | | | | |
+| OBJECTIVES & VALUE PROPOSITION | Enhance customers satisfactions through giving them the access to monitor their fleet | | | | |
+| BUSINESS UNIT | TSS | LEAD | Ahmed Elmahgoub | | |
+| PRE-REQUISITES | - | | | PLANNED VS ACTUAL | |
+| OUTCOME | - | | | | |
+| START DATE | 1st Feb 2026 | COMPLETION DATE | 31st Dec 2026 | | |
+| ADJUSTED DATE | - | APPROVER | - | | |
+| LATEST UPDATE | | | | | |
+| PROGRESS TO DATE | | | NEXT STEPS | | |
+| Initial Customer Go-Live After Prototype Completion | | | Pre-Launch Customer Feedback Review | | |
+| KEY MILESTONES AND ACTIVITIES | | | | | | | | | |
+| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
+| # | Sub Task | Start D | End D | Adj. D\* | Planned % | Act % | Weight | Status | Remarks |
+| 1 | identifying the scoop | 1-Feb-2026 | 11-Feb-2026 | | 100% | 100% | 10% | | |
+| 2 | Data Gathering | 12-Feb-2026 | 31-Mar-2026 | | 100% | 100% | 10% | | |
+| 3 | Planning / Development | 1-Apr-2026 | 30-Jul-2026 | | 50% | 100% | 30% | | |
+| 4 | Go-live | 1-Aug-2026 | 31-Aug-2026 | | 0% | 100% | 40% | | |
+| 5 | Launching | 1-Sep-2026 | 31-Dec-2026 | | 0% | 45% | 10% | | |
+| 6 | | | | | | | | | |
+| 7 | | | | | | | | | |
+| 8 | | | | | | | | | |
+| 10 | | | | | | | | | |
+| 11 | | | | | | | | | |
+| 12 | | | | | | | | | |
+
+### Chart
+
+| Category | Progress |
+|---|---|
+| Completed | 95.0 |
+95%
+
+### Chart
+
+| Category | Planned | Actual |
+|---|---|---|
+| Progress | 35.0 | 95.0 || BUDGET (SAR) | | | | |
+| --- | --- | --- | --- | --- |
+| APPROVED | PLANNED SPENDING | ACTUAL SPENDING | DIFFERENCE % | REMAINING |
+| - | - | - | - | - |
+| RISKS & ISSUES | | | | |
+| RISK & ISSUE | OWNER | SEVERITY | ACTION | DUE DATE |
+| - | - | - | - | - |
+NOT DUE/NOT STARTED
+ON TRACK
+OFF TRACK
+5+% delay
+COMPLETED
+SLIGHTLY DELAYED (1-5% delay)
+
+
+# TSS – Project: Digitizing customer journey (Mobile App)
+Strategic Initiative
+Enhance customer Satisfaction
+Strategic Objective
+Maintenance Excellence
+| PROJECT / INITIAVE INFORMATION | | | | STATUS | |
+| --- | --- | --- | --- | --- | --- |
+| PROJECT CODE | 2026-TSS-SO1-SI1-SP1.2 | | | OVERALL STATUS | |
+| NAME | Mobile App v1-2 Platform | | | | |
+| DESCRIPTION | Communication channel application for B2B & B2C | | | | |
+| OBJECTIVES & VALUE PROPOSITION | Enhance the customers experience by giving them access to digitally request our services | | | | |
+| BUSINESS UNIT | TSS | LEAD | Ahmed Elmahgoub | | |
+| PRE-REQUISITES | - | | | PLANNED VS ACTUAL | |
+| OUTCOME | - | | | | |
+| START DATE | 1st July 2026 | COMPLETION DATE | 31st Dec 2026 | | |
+| ADJUSTED DATE | - | APPROVER | - | | |
+| LATEST UPDATE | | | | | |
+| PROGRESS TO DATE | | | NEXT STEPS | | |
+| Identifying the scoop | | | Organize workshops to review, validate, and confirm that all business requirements are properly addressed within the agreed project scope. | | |
+| KEY MILESTONES AND ACTIVITIES | | | | | | | | | |
+| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
+| # | Sub Task | Start D | End D | Adj. D\* | Planned % | Act % | Weight | Status | Remarks |
+| 1 | identifying the scoop | 01-July-2026 | 31-Dec-2026 | | | | | | |
+| 2 | | | | | | | | | |
+| 3 | | | | | | | | | |
+| 4 | | | | | | | | | |
+| 5 | | | | | | | | | |
+| 6 | | | | | | | | | |
+| 7 | | | | | | | | | |
+| 8 | | | | | | | | | |
+| 10 | | | | | | | | | |
+| 11 | | | | | | | | | |
+| 12 | | | | | | | | | |
+
+### Chart
+
+| Category | Progress |
+|---|---|
+| Completed | 0.0 |
+Not started
+
+### Chart
+
+| Category | Planned | Actual |
+|---|---|---|
+| Progress | 0.0 | 0.0 || BUDGET (SAR) | | | | |
+| --- | --- | --- | --- | --- |
+| APPROVED | PLANNED SPENDING | ACTUAL SPENDING | DIFFERENCE % | REMAINING |
+| - | - | - | - | - |
+| RISKS & ISSUES | | | | |
+| RISK & ISSUE | OWNER | SEVERITY | ACTION | DUE DATE |
+| - | - | - | - | - |
+NOT DUE/NOT STARTED
+ON TRACK
+OFF TRACK
+5+% delay
+COMPLETED
+SLIGHTLY DELAYED (1-5% delay)
+
+
+# TSS – Project: WO compliance rate
+Back
+Strategic Initiative
+Enhance customer Satisfaction
+Strategic Objective
+Maintenance Excellence
+| PROJECT / INITIAVE INFORMATION | | | | STATUS | |
+| --- | --- | --- | --- | --- | --- |
+| PROJECT CODE | 2026-TSS-SO1-SI2-SP1 | | | OVERALL STATUS | |
+| NAME | WO compliance rate | | | | |
+| DESCRIPTION | Improve Work Order (WO) lifecycle management by strengthening tracking of Work in Progress (WIP), reducing backlog, and ensuring timely job completion and invoicing. | | | | |
+| OBJECTIVES & VALUE PROPOSITION | To Ensure that 90% of the workorders are completed monthly. | | | | |
+| BUSINESS UNIT | TSS | LEAD | A/Aziz AlAbbad | | |
+| PRE-REQUISITES | - | | | PLANNED VS ACTUAL | |
+| OUTCOME | - | | | | |
+| START DATE | 18th Feb 2026 | COMPLETION DATE | 31st Dec 2026 | | |
+| ADJUSTED DATE | - | APPROVER | - | | |
+| LATEST UPDATE | | | | | |
+| PROGRESS TO DATE | | | NEXT STEPS | | |
+| Project Initiation (planning and starting to assess current status) | | | Continue in the initiation task & start the performance monitoring tasks | | |
+| KEY MILESTONES AND ACTIVITIES | | | | | | | | | |
+| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
+| # | Sub Task | Start D | End D | Adj. D\* | Planned % | Act % | Weight | Status | Remarks |
+| 1 | Project Initiation | 18-Feb-26 | 30-Apr-26 | | 100% | 100% | 20% | | |
+| 2 | Performance Monitoring Setup | 01-May-26 | 31-May-26 | | 100% | 78% | 20% | | during Hajj season many of maintenance team were engaged in Makkah operations |
+| 3 | Performance Monitoring | 01-Aug-26 | 31-Aug-26 | | 0% | 0% | 40% | | |
+| 4 | Stabilizing & Project Closure | 01-Sep-26 | 31-Dec-26 | | 0% | 0% | 20% | | |
+
+### Chart
+
+| Category | Progress |
+|---|---|
+| Completed | 36.0 |
+36%
+
+### Chart
+
+| Category | Planned | Actual |
+|---|---|---|
+| Progress | 40.0 | 36.0 || BUDGET (SAR) | | | | |
+| --- | --- | --- | --- | --- |
+| APPROVED | PLANNED SPENDING | ACTUAL SPENDING | DIFFERENCE % | REMAINING |
+| - | - | - | - | - |
+| RISKS & ISSUES | | | | |
+| RISK & ISSUE | OWNER | SEVERITY | ACTION | DUE DATE |
+| - | - | - | - | - |
+NOT DUE/NOT STARTED
+ON TRACK
+OFF TRACK
+5+% delay
+COMPLETED
+SLIGHTLY DELAYED (1-5% delay)
+
+
+# TSS – Project: Optimize fleet productivity to improve (TCO)
+Back
+Strategic Initiative
+Optimize fleet productivity to improve (TCO)
+Strategic Objective
+Maintenance Excellence
+| PROJECT / INITIAVE INFORMATION | | | | STATUS | |
+| --- | --- | --- | --- | --- | --- |
+| PROJECT CODE | 2026-TSS-SO1-SI3-SP1 | | | OVERALL STATUS | |
+| NAME | Optimize fleet productivity to improve (TCO) | | | | |
+| DESCRIPTION | TBD | | | | |
+| OBJECTIVES & VALUE PROPOSITION | TBD | | | | |
+| BUSINESS UNIT | TSS | LEAD | Name | | |
+| PRE-REQUISITES | - | | | PLANNED VS ACTUAL | |
+| OUTCOME | - | | | | |
+| START DATE | 1st Apr 2026 | COMPLETION DATE | 31st Dec 2026 | | |
+| ADJUSTED DATE | - | APPROVER | - | | |
+| LATEST UPDATE | | | | | |
+| PROGRESS TO DATE | | | NEXT STEPS | | |
+| …………………. | | | …………………….. | | |
+| KEY MILESTONES AND ACTIVITIES | | | | | | | | | |
+| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
+| # | Sub Task | Start D | End D | Adj. D\* | Planned % | Act % | Weight | Status | Remarks |
+| 1 | | | | | | | | | |
+| 2 | | | | | | | | | |
+| 3 | | | | | | | | | |
+| 4 | | | | | | | | | |
+| 5 | | | | | | | | | |
+| 6 | | | | | | | | | |
+| 7 | | | | | | | | | |
+| 8 | | | | | | | | | |
+| 10 | | | | | | | | | |
+| 11 | | | | | | | | | |
+| 12 | | | | | | | | | |
+
+### Chart
+
+| Category | Progress |
+|---|---|
+| Completed | 0.0 |
+0%
+
+### Chart
+
+| Category | Planned | Actual |
+|---|---|---|
+| Progress | 0.0 | 0.0 || BUDGET (SAR) | | | | |
+| --- | --- | --- | --- | --- |
+| APPROVED | PLANNED SPENDING | ACTUAL SPENDING | DIFFERENCE % | REMAINING |
+| - | - | - | - | - |
+| RISKS & ISSUES | | | | |
+| RISK & ISSUE | OWNER | SEVERITY | ACTION | DUE DATE |
+| - | - | - | - | - |
+NOT DUE/NOT STARTED
+ON TRACK
+OFF TRACK
+5+% delay
+COMPLETED
+SLIGHTLY DELAYED (1-5% delay)
+
+
+# TSS – Project: Optimize Billable Hour Cost
+Back
+Strategic Initiative
+Improve cost efficiency per billable hour
+Strategic Objective
+Maintenance Excellence
+| PROJECT / INITIAVE INFORMATION | | | | STATUS | |
+| --- | --- | --- | --- | --- | --- |
+| PROJECT CODE | 2026-TSS-SO1-SI4-SP1 | | | OVERALL STATUS | |
+| NAME | Optimize Billable Hour Cost | | | | |
+| DESCRIPTION | Optimize workshop overhead allocation, technician productivity, and resource utilization to reduce total cost per billed hour. | | | | |
+| OBJECTIVES & VALUE PROPOSITION | To Ensure Cost of maintenance hour is maintained at or below 165 SAR | | | | |
+| BUSINESS UNIT | TSS | LEAD | A/Aziz AlAbbad | | |
+| PRE-REQUISITES | - | | | PLANNED VS ACTUAL | |
+| OUTCOME | - | | | | |
+| START DATE | 18th Feb 2026 | COMPLETION DATE | 31st Dec 2026 | | |
+| ADJUSTED DATE | - | APPROVER | - | | |
+| LATEST UPDATE | | | | | |
+| PROGRESS TO DATE | | | NEXT STEPS | | |
+| Project Initiation (planning and starting to assess current status) | | | Complete Assessing current status Continue Monitoring Productivity and other related KPIs readings | | |
+| KEY MILESTONES AND ACTIVITIES | | | | | | | | | |
+| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
+| # | Sub Task | Start D | End D | Adj. D\* | Planned % | Act % | Weight | Status | Remarks |
+| 1 | Project Initiation | 18-Feb-26 | 30-Apr-26 | | 100% | 100% | 15% | | |
+| 2 | Monitoring Productivity | 01-May-26 | 31-May-26 | | 100% | 80% | 15% | | during Hajj season many of maintenance team were engaged in Makkah operations |
+| 3 | Productivity & Efficiency Improvement | 01-Jun-26 | 31-Jul-26 | | 0% | 0% | 30% | | |
+| 4 | Cost Optimization | 01-Aug-26 | 31-Aug-26 | | 0% | 0% | 10% | | |
+| 5 | Maintaining Productivity & efficiency | 01-Sep-26 | 30-Sep-26 | | 0% | 0% | 10% | | |
+| 6 | Performance Consolidation & Project Closure | 01-Oct-26 | 31-Dec-26 | | 0% | 0% | 20% | | |
+
+### Chart
+
+| Category | Progress |
+|---|---|
+| Completed | 27.0 |
+27%
+
+### Chart
+
+| Category | Planned | Actual |
+|---|---|---|
+| Progress | 30.0 | 27.0 || BUDGET (SAR) | | | | |
+| --- | --- | --- | --- | --- |
+| APPROVED | PLANNED SPENDING | ACTUAL SPENDING | DIFFERENCE % | REMAINING |
+| - | - | - | - | - |
+| RISKS & ISSUES | | | | |
+| RISK & ISSUE | OWNER | SEVERITY | ACTION | DUE DATE |
+| - | - | - | - | - |
+NOT DUE/NOT STARTED
+ON TRACK
+OFF TRACK
+5+% delay
+COMPLETED
+SLIGHTLY DELAYED (1-5% delay)
+
+
+# TSS – Project: Establish Madinha Workshop
+Back
+Strategic Initiative
+Execute Merapp Business Plan
+Strategic Objective
+Commercialization of Ventures
+| PROJECT / INITIAVE INFORMATION | | | | STATUS | |
+| --- | --- | --- | --- | --- | --- |
+| PROJECT CODE | 2026-TSS-SO2-SI1-SP1 | | | OVERALL STATUS | |
+| NAME | Establish Madinah Workshop | | | | |
+| DESCRIPTION | Establish Madinah Workshop. Includes Construction on Rented workshop site - Equipping the workshop with needed Equipment & Tools, Recruiting staff as needed , Obtaining needed formal licenses & kick off operations. | | | | |
+| OBJECTIVES & VALUE PROPOSITION | Execute Merapp Business Plan through the launch of Madina workshops | | | | |
+| BUSINESS UNIT | TSS | LEAD | Saeed Basonbl | | |
+| PRE-REQUISITES | - | | | PLANNED VS ACTUAL | |
+| OUTCOME | - | | | | |
+| START DATE | - | COMPLETION DATE | - | | |
+| ADJUSTED DATE | - | APPROVER | - | | |
+| LATEST UPDATE | | | | | |
+| PROGRESS TO DATE | | | NEXT STEPS | | |
+| - | | | - | | |
+| KEY MILESTONES AND ACTIVITIES | | | | | | | | | |
+| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
+| # | Sub Task | Start D | End D | Adj. D\* | Planned % | Act % | Weight | Status | Remarks |
+| 1 | Construction Works | 01-May-26 | | | | | | | The dates are tentative and might change because no contract has been signed yet |
+| 2 | Furniture | | | | | | | | |
+| 3 | Recruitment: Wshop Manager | | | | | | | | |
+| | Recruitment:Service Advisor | | | | | | | | |
+| | Recruitment: Technicians | | | | | | | | |
+| | Scheduler | | | | | | | | |
+| | Tools & equipment | | | | | | | | |
+| 4 | Suppliers | | | | | | | | |
+| 5 | Systems & Communicati | | | | | | | | |
+| | Hardware | | | | | | | | |
+| | System | | | | | | | | |
+| | CCTV | | | | | | | | |
+| | Network | | | | | | | | |
+| 6 | Licenses & Approvals: | | | | | | | | |
+| | Civil Defense | | | | | | | | |
+| | Baladia Certificate | | | | | | | | |
+| | SASO | | | | | | | | |
+| | Location’s Insurance | | | | | | | | |
+| 7 | Marketing & Other Related Requirements: | | | | | | | | |
+| | Signboards (Fascia) | | | | | | | | |
+| | Google Map | | | | | | | | |
+| | Opening Ceremony | | | | | | | | |
+| | Advertising | | | | | | | | |
+| | Point of Sales | | | | | | | | |
+| 8 | Kick Off | | | | | | | | |
+
+### Chart
+
+| Category | Progress |
+|---|---|
+| Completed | 0.0 |
+0%
+
+### Chart
+
+| Category | Planned | Actual |
+|---|---|---|
+| Progress | 0.0 | 0.0 || BUDGET (SAR) | | | | | | |
+| --- | --- | --- | --- | --- | --- | --- |
+| APPROVED | PLANNED SPENDING | | ACTUAL SPENDING | | DIFFERENCE % | REMAINING |
+| - | - | | - | | - | - |
+| RISKS & ISSUES | | | | | | |
+| RISK & ISSUE | OWNER | OWNER | SEVERITY | ACTION | ACTION | DUE DATE |
+| - | Yasser | - | - | - | Start earlier to identify the requirements & prepare them | - |
+NOT DUE/NOT STARTED
+ON TRACK
+OFF TRACK
+5+% delay
+COMPLETED
+SLIGHTLY DELAYED (1-5% delay)
+
+
+# TSS – Project: Launch Driving School
+Strategic Initiative
+Launch Driving School
+Strategic Objective
+Commercialization of Ventures
+| KEY MILESTONES AND ACTIVITIES | | | | | | | | | |
+| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
+| # | Sub Task | Start D | End D | Adj. D\* | Planned % | Act % | Weight | Status | Remarks |
+| 1 | Demolition work on the site designated for the driving school | 08-Jan-24 | 10-Jan-24 | 01-Aug-24 | 100% | 100% | 8% | | |
+| 2 | Construction work for the building, training fields, and final finishes | 03-Mar-25 | 25-Dec-25 | 28-Mar-26 | 100% | 100% | 16% | | |
+| 3 | Choosing a trade name and establishing the company | 15-Dec-24 | 20-Feb-25 | 20-Aug-25 | 100% | 100% | 5% | | |
+| 4 | Equipment and tools used to operate the school (safety equipment, simulators, and computers) | 16-Apr-25 | 16-Jul-25 | 23-Jan-26 | 100% | 100% | 7% | | |
+| 5 | Supply of vehicles (motorcycles, cars, large and small buses, large and small trucks) | 16-Apr-25 | 16-Jul-25 | 23-Jan-26 | 100% | 100% | 7% | | |
+| 6 | Administrative organizational structure | 25-May-25 | 25-Jun-26 | - | 100% | 100% | 4% | | |
+| 7 | Operating system and financial system | 06-Feb-25 | 08-Jan-25 | 25-Mar-26 | 100% | 100% | 5% | | |
+| 8 | Create expense and revenue accounts | 06-Feb-25 | 08-Jan-25 | 12-Aug-25 | 100% | 100% | 5% | | |
+| 9 | Starting the recruitment and hiring process and obtaining Traffic Department approvals for the recruitment. | 07-Jun-25 | 31-Aug-25 | 25-Mar-26 | 100% | 100% | 7% | | |
+| 10 | Starting the Training of Trainers process for Phase One | 28-Mar-26 | — | 20-Apr-26 | 100% | 100% | 6% | | |
+| 11 | Issuance of a Balady license | 02-Feb-26 | — | 31-Aug-26 | 57% | 59% | 7% | | There is no updated electronic title deed available. Therefore, the process is being handled manually in coordination with the Amanah and Municipality authorities. |
+| 12 | Training employees on the operating system | 21-Apr-26 | — | 2-May-26 | 100% | 100% | 6% | | |
+| 13 | Soft Opening | — | — | 3-May-26 | 100% | 100% | 7% | | |
+| 14 | Starting the Training of Trainers process for Phase Two | 2-May-26 | — | 25-May-26 | 100% | 100% | 6% | | |
+| 15 | The official opening of the project. | — | — | — | 0% | 0% | 4% | | To be determined later by the Traffic Department. |
+| PROJECT / INITIAVE INFORMATION | | | | STATUS | |
+| --- | --- | --- | --- | --- | --- |
+| PROJECT CODE | 2026-TSS-SO2-SI2-SP1 | | | OVERALL STATUS | |
+| NAME | Driving School Establishment Project | | | | |
+| DESCRIPTION | Establishment and Operation of a Driving School | | | | |
+| OBJECTIVES & VALUE PROPOSITION | Providing driver training services for obtaining traffic licenses | | | | |
+| BUSINESS UNIT | TSS | LEAD | Naif Alhassun | | |
+| PRE-REQUISITES | - | | | PLANNED VS ACTUAL | |
+| OUTCOME | - | | | | |
+| START DATE | 1st Aug 2024 | COMPLETION DATE | 25th Dec 2025 | | |
+| ADJUSTED DATE | 3rd May 2026 | APPROVER | - | | |
+| LATEST UPDATE | | | | | |
+| PROGRESS TO DATE | | | NEXT STEPS | | |
+| Obtaining the required regulatory licenses to commence operations. The trial operation process has started. | | | Coordination with the traffic department regarding the opening ceremony | | |
+
+### Chart
+
+| Category | Progress |
+|---|---|
+| Completed | 93.0 |
+93%
+
+### Chart
+
+| Category | Planned | Actual |
+|---|---|---|
+| Progress | 93.0 | 93.0 || BUDGET (SAR) | | | | |
+| --- | --- | --- | --- | --- |
+| APPROVED | PLANNED SPENDING | ACTUAL SPENDING | DIFFERENCE % | REMAINING |
+| 47,178,000 The CAPEX (Asset Budget) has been updated based on the latest changes and additions incorporated into the 2026 budget. | 46,800,951 | 43,820,940 The "Actual Paid" amount has been revised due to an outstanding invoice from the building contractor for the previous month | 0% | 2,980,011 |
+| RISKS & ISSUES | | | | |
+| RISK & ISSUE | OWNER | SEVERITY | ACTION | DUE DATE |
+| Failure to update the property deed. Inability to obtain the business activity license. | Naif Alhassun | High | The matter has been escalated to the officials at the Ministry of Justice. Work is underway to obtain an exemption from the title deed update requirement in coordination with the Jeddah Municipality. | 31st Dec 2026 |
+NOT DUE/NOT STARTED
+ON TRACK
+OFF TRACK
+5+% delay
+COMPLETED
+SLIGHTLY DELAYED (1-5% delay)
+
+### Notes:
+
+
+# TSS – Project: Pilot Training Academy in Riyadh
+Back
+Strategic Initiative
+Pilot Training Academy operating model in Riyadh
+Strategic Objective
+Commercialization of Ventures
+| KEY MILESTONES AND ACTIVITIES | | | | | | | | | |
+| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
+| # | Sub Task | Start D | End D | Adj. D\* | Planned % | Act % | Weight | Status | Remarks |
+| 1 | Develop certified training programs | 01-Jan-26 | 31-Mar-26 | - | 100% | 100% | 25% | | |
+| 2 | Conduct trainings for academy trainers | 01-Jan-26 | 30-Jul-26 | - | 70% | 60% | 25% | | no tasks were scheduled in May. |
+| 3 | Launching of ARTC (Opening ceremony) | 01-Jan-26 | 31-Dec-26 | - | 100% | 100% | 25% | | |
+| 4 | Official launching of sales and marketing operations | 01-Jan-26 | 31-Dec-26 | - | 42% | 50% | 25% | | Sales Target to be reviewed & adjusted accordingly by end of Q2 |
+| 5 | | | | | | | | | |
+| 6 | | | | | | | | | |
+| PROJECT / INITIAVE INFORMATION | | | | STATUS | |
+| --- | --- | --- | --- | --- | --- |
+| PROJECT CODE | 2026-TSS-SO2-SI3-SP1 | | | OVERALL STATUS | |
+| NAME | Training Academy Grand Opening | | | | |
+| DESCRIPTION | This project focuses on establishing the Pilot Training Academy in Riyadh by developing certified training programs, launching the ARTC centre, developing academy trainers, and activating sales and marketing operations to ensure full operational and commercial readiness. | | | | |
+| OBJECTIVES & VALUE PROPOSITION | To enhance the Academy’s organizational training capability through certified programs, supporting operational readiness with the launch of the ARTC centre, to strengthen instructional quality by developing academy trainers, and to boost market presence by activating structured sales and marketing operations to enable sustainable future expansion. | | | | |
+| BUSINESS UNIT | TSS | LEAD | Kevin | | |
+| PRE-REQUISITES | The project will deliver a fully ready training platform through certified programs, ARTC activation, trainer development, and commercial readiness, enabling sustainable growth, commercial transformation, and increased revenue. | | | PLANNED VS ACTUAL | |
+| OUTCOME | | | | | |
+| START DATE | 1st Jan 2026 | COMPLETION DATE | 31st Dec 2026 | | |
+| ADJUSTED DATE | - | APPROVER | - | | |
+| LATEST UPDATE | | | | | |
+| PROGRESS TO DATE | | | NEXT STEPS | | |
+| Certified training programs have been fully completed (100%). Trainer qualification and development has started. The ARTC has been officially launched. Initial marketing activities have begun. | | | Trainer qualification and development is in progress, following the completion of the Amazon project. | | |
+
+### Chart
+
+| Category | Progress |
+|---|---|
+| Completed | 78.0 |
+78%
+
+### Chart
+
+| Category | Planned | Actual |
+|---|---|---|
+| Progress | 76.0 | 78.0 || BUDGET (SAR) | | | | | | | |
+| --- | --- | --- | --- | --- | --- | --- | --- |
+| APPROVED | PLANNED SPENDING | | ACTUAL SPENDING | | DIFFERENCE % | REMAINING | |
+| - | - | | - | | - | - | |
+| RISKS & ISSUES | | | | | | | |
+| RISK & ISSUE | OWNER | OWNER | SEVERITY | SEVERITY | ACTION | DUE DATE | DUE DATE |
+| Low sales performance risk | Marketing team & Admin team | Keven | High | High | Align with Sales team to improve sales performance. | Under Progress | Q 2 |
+NOT DUE/NOT STARTED
+ON TRACK
+OFF TRACK
+5+% delay
+COMPLETED
+SLIGHTLY DELAYED (1-5% delay)
+
+
+
+# Thank you
+
+### Notes:
\ No newline at end of file
diff --git a/SAPTCO_Academy_overview_v2.md b/SAPTCO_Academy_overview_v2.md
new file mode 100644
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--- /dev/null
+++ b/SAPTCO_Academy_overview_v2.md
@@ -0,0 +1,366 @@
+
+# Business lines / ventures overview slides: Alam Al-Riyadh Training Center (ARTC)
+Saudi Public Transport Company (“SAPTCO”)
+
+
+Strictly confidential
+
+### Notes:
+
+
+# 1 – Executive summary: Alam AlReyadah Training Company (ARTC)
+ARTC, under SAPTCO, is a specialized training entity focused on technical and vocational education. It offers high-quality training programs tailored to meet the needs of clients around safety and operational standards across industries
+15 FTE’s
+7 open positions
+Description of the business line
+FTEs dedicated to business line
+Driver Rehabilitation and training programs with a focus on safety, efficiency, and regulatory compliance
+Technician certifications aligned with global industry practices
+Programs tailored to industry needs (e.g., transportation, logistics, construction).
+Emphasis on road safety, defensive driving, and regulatory compliance.
+Certifications aligned with Saudi TVTC and international standards
+
+Key service offerings
+Market overview (e.g., addressable market, market size)
+Market Addressed : Transportation and logistics - Construction and industrial sectors - Oil & gas -Public safety and regulatory compliance
+Target Segments : Corporate Clients – Individuals - Government and Public Sector - Regulatory & Compliance Bodies
+Business value
+We offer specialized, accredited training that enhances safety and compliance across key sectors, in full alignment with Saudi regulations.
+Competitive Advantages
+International Accreditations - Advanced Technologies: Simulators and e-learning - Sector-Specific Programs: Tailored for industrial and government sectors - Regulatory Compliance:- Strategic Partnerships
+
+Institute of Public Admin
+Riyada
+Green World Group
+Gulf Institute
+Hospitality Institute
+SLC
+Government entities
+Logistics/transport operators
+Corporates requiring compliance training
+Business value proposition and competitive advantages
+Main competitors in the addressable market
+Key target customer segments
+Historical P&L performance
+Business plan projections
+
+Q4 ‘24
+Q1 ‘25
+Q2 ‘25
+2025
+2026
+2027
+2028
+SARM
+SARM
+Revenue
+Revenue
+-
+-
+-
+2.3
+8.5
+11.4
+13.1
+Net profit
+Net profit
+-
+-
+-
+(0.7)
+2.3
+4.5
+6.2
+Expansion to broader external customers (logistics, commercial fleets)
+Growth of electric vehicle adoption in KSA
+Requires large upfront investment without a guaranteed returns
+Low margins with profits depending on volumes and after-sales
+Key opportunities for the business
+Key risks
+
+### Notes:
+
+
+# 1 – Overview: Alam AlReyadah Training Company (ARTC
+A. Description
+
+Alam AlReyadah Training Company (ARTC is a newly established entity under the SAPTCO Group, building on decades of expertise as the SAPTCO Training Academy. With a strong foundation in training drivers and technicians for Saudi Arabia’s largest bus fleet, we are now expanding our services to deliver world-class, accredited training programs across multiple industries
+
+Vision of ARTC is To be the leading provider of comprehensive training solutions in transportation, occupational health, safety, environment, quality, technical, and vocational training, empowering individuals and organizations to achieve excellence in their professional endeavors
+B. Service offerings
+C. Key requirements for launch or scale-up
+
+After partnering with accreditation bodies such as RoSPA UK, Highfield International, ECITB, IOSH, and NEBOSH, it offers specialized courses in:
+Health, Safety & Environment (HSE)
+Food Safety & Compliance
+Construction Safety Passport Training.
+Professional Upskilling for Safety Officers (IOSH & NEBOSH)
+Quality Assurance, Site Inspections & Audits.
+Lead Auditor Training.
+Site Inspections/risk assessments
+
+Facility: modern classrooms, simulators and interactive tools
+
+Processes: QA system with KPIs (completion rates, satisfaction, retention); regular surveys, quarterly reviews, and continuous improvement mechanisms.
+
+Capacity: train up to 150 participants per day across six classrooms
+New land ownership:
+Because the Al Hair property is designated as agricultural land, SAPTCO has to invest in a new location to obtain the required licenses to commercialize the training academy
+
+Licensing Requirements for commercial business
+Technical and Vocational Training Corporation (TVTC)
+Civil Defence
+
+Accreditations required to offer the current planned training catalogue
+RoSPA (acquired)
+Highfield International (acquired)
+IOSH( acquired)
+NEBOSH (In Progress )
+Institute of the Motor Industry Approved Center (In Progress)
+ISO 9001; ISO14001; ISO45001 (InProgress)
+IIRSM; IIFSM (InProgress)
+
+### Notes:
+
+
+# 2 – The journey so far: Alam AlRiyadh Training Center (ARTC)
+A. Business roadmap and key milestones achieved
+B. Key operational metrics to date
+
+Accredited Programs
+2025
+2026
+2027 onwards
+Excellence in Training, Safety, and Transport – Locally and Internationally
+Set-up and acquire accreditations
+Expand training operations
+Number of Training Programs Delivered
+
+Set-up of new training center in Riyadh (TVTC certified)
+
+Build processes and foundations (e.g., training catalogue and contents, systems)
+
+Gather accreditations and subscriptions
+Launch External Training Programs for Logistics, Transport, and Construction
+Roll Out Commercial Driver Academies (TGA, SLA, General Traffic Department)
+Become an IPAF-Certified Centre for MEWP and Equipment Training
+Introduce Sector-Specific Training (Construction, Energy, Aviation)
+Expand Digital Learning Platforms and Remote Training
+Develop Bespoke Safety Solutions (Hazard Perception, Simulation)
+Initiate International Market Entry Strategy
+Expand training offerings to other regions in Saudi Arabia.
+Introduce Advanced Qualifications (Level 6 & 7) in Road Risk and Logistics
+Establish ARTC as a Regional Leader in Transport Safety Training
+Implement ISO 39001 Consultancy Services
+Launch Fleet Risk Management Solutions (Digital Platforms)
+Expand International Offerings with Accredited Training Programs
+Introduce advanced training technologies such as VR and AI.
+Achieve a market leadership position in the training industry.
+Client Organizations Served
+Satisfaction Rate
+Compliance Rate
+
+### Notes:
+
+
+# 3 - Market Landscape (1/2): Alam AlRiyadh Training Center (ARTC)
+A. Market overview and segmentation
+C. Market size and expected growth
+
+1- Current Market Size: Corporate Training Market in Saudi Arabia:
+Estimated at $345.6 million as of the latest reports.
+This includes compliance, technical, leadership, and soft skills training across various industries.
+2- Expected Growth Rates
+Annual Growth Rate: The training sector is growing at an average of 6% annually, driven by:
+ Vision 2030 reforms ,
+ Economic diversification ,
+Increased demand for skilled labor
+3- Corporate Training CAGR (2025–2030): Projected at 8–10%, supported by:
+Government investment in education
+Technological advancements (VR, AI)
+Youth population entering the workforce
+4- Challenges
+Skill mismatch with industry needs
+Infrastructure gaps in remote areas
+5- Opportunities
+Public-private partnerships for scalable
+Customized training solutions
+6- Key Drivers of Growth : Vision 2030 - Youth Demographics - Government Spending - Corporate Demand - Technology Adoption
+
+(ARTC) operates in the vocational and technical training market, with a strong focus on safety, operational standards, and regulatory compliance. This market is part of the broader education and workforce development sector, which is increasingly vital in Saudi Arabia due to Vision 2030’s emphasis on human capital development and localization of skills.
+
+Key Market Segments
+Transportation Sector (e.g., logistics companies)
+Industrial & Construction Companies
+Vocational Students & Job Seekers
+Government & Semi-Government Entities
+B. Market needs and key pain points
+
+ARTC offers specialized training solutions that directly respond to unmet needs and pain points in the vocational and technical training sector in Saudi Arabia.
+
+Key Points:
+Market-Aligned Training: Programs designed based on gap analysis to match real job requirements.
+Expert Trainers: Trainers with hands-on experience and international certifications.
+Flexible Delivery: In-person, remote, and blended formats to suit operational needs.
+Performance-Driven: Training impact is measured and linked to workplace performance.
+Safety & Quality Culture: Programs that build lasting organizational commitment to safety and compliance.
+
+### Notes:
+
+
+# 3 - Market Landscape (2/2): Alam AlRiyadh Training Center (ARTC)
+
+C. Main competitors
+D. Our competitive advantages and unique selling proposition
+There are some specialized training centers in KSA, but most of them specialized in certain areas (no training center with comprehensive QHSE and transport solutions offering
+At Alam Al-Riyadh Training Company, part of the prestigious SAPTCO Group, we pride ourselves on delivering world-class QHSE training that stands out in the market. What truly differentiates us is our unwavering commitment to quality and excellence, guided by British leadership with deep-rooted expertise in international training standards
+Our state-of-the-art training center is equipped with the latest in modern electrical technology, including interactive TVs and smart learning tools, creating an immersive and effective learning environment. With six fully equipped classrooms and the capacity to train up to 150 participants daily, we are uniquely positioned to meet the growing demand for professional, commercialized training in the region.
+We don’t just train — we transform. Our programs are designed to elevate skills, ensure compliance, and drive operational excellence across industries
+
+What Makes ARTC Different from Competitors:
+Delivers a modern and impactful training experience
+Focuses on real performance outcomes, not just theoretical content
+Multiple International Accreditations: Certified by IOSH, Highfield, and RoSPA..etc — a strong competitive edge.
+Transformational Programs: Designed not just to train, but to elevate performance, ensure compliance, and drive operational excellence.
+Flexible Delivery: Offers customized training solutions through in-person, online, and blended formats
+
+
+1. Type of Competition : The market is fragmented and accreditation-driven, with competition centered around:
+Accreditation credibility (e.g., NEBOSH, IOSH, Highfield, RoSPA)
+Specialization in safety, vocational, and compliance training
+Ability to serve both corporate and government clients
+Flexibility in delivery (online, blended, in-person)
+2- Qualitative Insights
+2.1 ARTC’s Competitive Edge:
+Broad accreditation across major bodies (NEBOSH, IOSH, Highfield, RoSPA)
+Backed by SAPTCO, giving it access to transportation sector clients
+Strong alignment with Vision 2030 and national safety initiatives
+2.2 Market Behavior:
+Clients increasingly prefer accredited providers for compliance and certification
+Digital transformation is reshaping delivery expectations (LMS, VR)
+Customization and flexibility are key differentiators in winning corporate contracts
+
+### Notes:
+
+
+# 4 - Business Model and Go-to-Market Strategy: Alam AlRiyadh Training Center (ARTC)
+A. Revenue model
+C. Go-to-market approach and sales channels
+
+ARTC Sales & Marketing Strategy
+Lead Identification: Market analysis aligned with Vision 2030, targeting transportation, logistics, and industrial sectors, with engagement of government entities.
+
+Customer Approach: Direct sales through strategic meetings, tailored proposals, and participation in exhibitions and forums.
+
+Sales Channels: Direct (in-person/online), digital platforms, strategic partnerships (e.g., HRDF), and training agents.
+
+Marketing Activities: Institutional branding, digital marketing, and presence at sector-specific events.
+
+Sustainability Strategy: Focus on long-term contracts, consistent enrollment, and delivery of high-quality ISO-aligned training programs.
+Revenue Streams
+
+Training course fees (B2C and B2B)
+Corporate/government contracts for workforce training
+D. Key current or targeted clients
+B. Pricing strategy
+Value-Based Pricing Strategy: Reflects the quality, specialization, and compliance of training programs with international standards.
+
+Price Definition Based on Multiple Factors: Includes program duration, technical complexity, certification level, and customization requirements.
+
+Comparison with Competitors: ARTC offers specialized and premium training solutions compared to providers like TVTC, Green World Group, and Gulf Institute, who offer more generic, lower-cost programs.
+
+Added Value: Includes expert trainers, regulatory alignment, and strategic partnerships with government entities.
+
+Flexible Pricing Models: Offers discounts for large contracts, bundled programs, and long-term partnerships.
+
+Current Clients:
+SAPTCO Group: Internal training for drivers and staff.
+Corporate Clients :Alshaya Group - Mohammed Bin Salman City -The Innovative Facility Management Services (IFAS) – SHELL-NAQEL LOGISTICS
+Pipeline Opportunities:
+(TGA): Potential collaboration for commercial driver training academies.
+HRDF: Strategic partnership for subsidized training programs.
+Industrial Companies: Ongoing discussions for ISO-aligned safety and quality training.
+Public Sector Expansion: Targeting municipalities and public service agencies for tailored programs.
+
+### Notes:
+
+
+# 5 – Organizational Structure: Alam AlRiyadh Training Center (ARTC)
+A. Organization structure and FTE’s
+
+
+Total of 14 dedicated existing FTEs in the Training Academy structure, under the TSS CEO
+
+Total of 7 open positions (in yellow)
+
+### Notes:
+
+
+# 6 – Historical Financials: Alam AlRiyadh Training Center (ARTC)
+A. Summary of historical financials
+
+| | Q1 2025 | Q2 2025 | YTD 2025 |
+| --- | --- | --- | --- |
+| Revenue (SAR M) | - | - | - |
+| Cost of Sales (SAR M) | - | - | - |
+| Gross profit (SAR M) | - | - | - |
+| Gross profit margin (%) | - | - | - |
+| Operating expenses (SAR M) | - | - | - |
+| Operating profit (SAR M) | - | - | - |
+| Operating profit margin (%) | - | - | - |
+| Non-operational expenses (SAR M) | - | - | - |
+| Net profit (SAR M) | - | - | - |
+| Net profit margin (%) | - | - | - |
+
+### Notes:
+
+
+# 7 – Business Plan: Alam AlRiyadh Training Center (ARTC)
+B. Key assumptions
+A. Forward projections and funding requirements (3–5 years)
+
+Operations starting in Q3 2025 with offerings across 8 areas (OSH Academy General Industry, OSH Academy Construction, IOSH Working Safely, IOSH Managing Safely, HSE Training, NEBOSH, Defensive Training Internal and RoSPA)
+
+Same 8 areas are considered from 2025 to 2028
+
+4,482 target seats in 2025 – starting with 787 in Q3 and reaching 3,695 in Q4
+
+In 2028, target to reach 27,478 seats (with no growth from 2027 to 2028)
+
+Fees ranging from SAR 225 (HSE Training) to SAR 1,900 (NEBOSH) – most courses are in the SAR 500-550 range
+| | 2025 | 2026 | 2027 | 2028 |
+| --- | --- | --- | --- | --- |
+| Revenue (SAR M) | 2.3 | 8.5 | 11.4 | 13.1 |
+| Cost of Sales (SAR M) | 2.6 | 6 | 6.4 | 6.5 |
+| Gross profit (SAR M) | 0.5 | 4.8 | 5.9 | 6.12 |
+| Gross profit margin (%) | 16.3% | 44.6% | 48% | 48.6% |
+| Operating expenses (SAR M) | - | - | - | - |
+| Operating profit (SAR M) | 0.5 | 4.8 | 5.9 | 6.12 |
+| Operating profit margin (%) | 16.3% | 44.6% | 48% | 48.6% |
+| Non-operational expenses (SAR M) | - | - | - | - |
+| Net profit (SAR M) | (0.7) | 2.3 | 4.5 | 6.2 |
+| Net profit margin (%) | - | 27% | 39% | 47% |
+ARTC’s ambition is to become the market leader in Saudi Arabia and the MENA region as a high-quality, internationally recognized center of excellence
+
+It will establish itself as a fully operated workshop with the latest technology and advancements for vehicle technicians, working closely with the government on apprenticeship programs for new Saudis entering the marketplace
+
+### Notes:
+
+
+# 8 - Fit, Opportunities & Risks: Alam AlRiyadh Training Center (ARTC)
+B. Main opportunities
+A. Fit for SAPTCO
+C. Key risks
+
+Direct synergies with SAPTCO’s transportation operations (driver training, safety compliance, reducing accidents)
+Economic Diversification: Vision 2030 opens new markets in tourism, entertainment, and technology.
+Youth Workforce: High demand for vocational and entrepreneurship training for young Saudis.
+Government Support: Strong backing through funding and policies to upskill the workforce.
+Safety & Compliance Training: Rising regulatory needs, especially in transport and logistics, aligned with ISO standards.
+Strategic Partnerships: Potential collaborations with Ministry of Transport, HRDF, and municipalities.
+Digital Transformation: E-learning and blended models expand reach and scalability.
+Market competition, presence of many accredited centers (TVTC, Green World Group, Gulf Institute, etc.)
+
+Utilization risk because of high fixed costs; financial sustainability depends on securing large contracts and consistent enrolments
+
+### Notes:
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+# SMS Strategic Initiatives
+
+> Example for illustrative purposes only
+
+| Strategic objective | Initiatives | Description | How to measure | Target |
+|---|---|---|---|---|
+| **Implement Charters Strategy** | Implement structured cost optimization and operational efficiency programs | Implement systematic cost reviews, route optimization, procurement efficiency, and productivity controls across charter operations to improve organizational efficiency | • Total cost savings achieved
• Cost per operating hour
• EBITDA margin improvement | Achieve SAR 18M in cost savings by 2026 |
+| **Implement Charters Strategy** | Drive revenue growth through diversified service offerings and targeted commercial levers | Expand charter portfolio through new segments, upselling value-added services, increasing revenue, and driving organizational growth. | • Revenue growth rate
• Revenue from new services
• Contract value uplift | Achieve SAR 10.5M revenue uplift by 2026 |
+| **Enhance Contracts Profitability** | Secure a high-value Tier 1 contract with strong commercial positioning | Target Tier 1 contracts ensure competitive yet profitable bidding strategy (NPM 10% and 5 year duration). | • Number of Tier 1 contracts secured
• Average contract margin
• Bid win rate | Win one Tier 1 contract with minimum 10% profit margin with min 5-year terms |
+| **Enhance Contracts Profitability** | Improve overall contract profitability and margin performance | Optimize cost structures, renegotiate commercial terms, and enhance operational delivery efficiency across existing contracts to monitoring the contract financial performance. | • Net profit margin across contracts
• Cost variance vs. budget
• Contract contribution margin | Achieve ≥ 3.75% net profit margin by 2026 |
+| **Enhance Contracts Profitability** | Complete comprehensive contract market assessment | Conduct a full review of market positioning, contract performance, pricing strategy, risk exposure, and define implementation of Contracts Commercial Excellence to optimize portfolio mix. | • Completion of assessment report
• Implementation of portfolio optimization recommendations | Finalize it by Q3 2026 |
+| **Deliver DMS Strategy** | Strengthen Rekab operations to drive sustainable revenue growth | Enhance service quality, customer acquisition, operational efficiency, and market positioning within Rekab operations. | • Actual Rekab revenue vs. budget
• Active customers
• Utilization rate | Achieve SAR 60.8M in Rekab revenue |
+| **Deliver DMS Strategy** | Expand ITS service offerings and increase market penetration | Broaden ITS solutions portfolio to ensure meeting 2026 revenue targets. | • Actual ITS revenue vs. budget
• Service penetration rate | Achieve SAR 15.8M in ITS revenue with external contribution 11% |
+| **Deliver DMS Strategy** | Launch the eJourney platform as a digital mobility solution | Develop and deploy eJourney as a fully operational digital mobility platform with service capabilities. | • Platform go-live milestone
• Platform uptime & reliability | Launch eJourney by Q2 2026 |
+| **Deliver DMS Strategy** | Scale eJourney as a revenue-generating digital mobility platform | Drive eJourney monetization through partnerships, transaction growth, and user adoption strategies. | • Actual eJourney revenue vs. budget
• Active users growth
• Transaction volume | Achieve SAR 6M in eJourney revenue |
+| **SEITCO Contract Expansion** | Renew the existing SEITCO contract or secure a new award | Position SEITCO competitively to secure renewal or win new contract by strengthening relationships, performance, & submitting a competitive bid. | • Renewal success rate
• Bid success rate | Secure contract renewal or new award (which Q) |
+| **SEITCO Contract Expansion** | Enhance SEITCO profitability | Improve operational efficiency, cost discipline, and commercial terms to strengthen SEITCO financial performance. | • SEITCO net profit margin (SAPTCO share) | Achieve 1.6% profitability |