SES Astra (Luxembourg)

We are currently assisting SES Astra in replacing their existing JE process with a competency driven programme which will enable them to integrate their pay and performance management processes. The key challenge has been to develop a ‘core model’ for application in an organisation where there are 26 different nationalities and English is most peoples second language. The end result will include a complete overhaul of their existing pay and grading system, re-aligned to meet their future business needs and revision of their performance management processes in line with our methodology. We are also working with them in integrating our JE technology into the Peoplesoft HR system.

TUI UK (Thomson Travel)

TUI UK conducted a major re-organisation which led to the creation of a single business from several companies that made up the group. The result was a company with 10,000 + staff, with a variety of terms conditions and no common grading structure. Merway JE was chosen as the tool most likely to enable them to develop and implement a common pay and grading framework throughout the business.  We underpinned the project with a communications strategy aimed at the staff and shared through a web based solution. The project lasted six months and was completed precisely as planned. En route we ensured that their staff were fully trained and that they would be self-sufficient in maintaining the processes after we were gone.
 
   “Merway JE proved a flexible and effective tool in developing our pay and grade structures for the re-organised business.  Adopting and adapting the existing Merway tools and methodology within TUI UK was relatively straightforward.  We were able to develop a pragmatic yet robust approach to pay and grading, tailoring the tools so as to be totally relevant to our organisation.”   Peter RobinsonReward & Policy Manager TUI UK

Ashanti Goldfields (Ghana) 
Ashanti had been using a JE process for seven years but felt the need for a more modern and robust approach when it expanded as a Company from a one mine operation to one with serveral operations and exploration portfolios in Ghana and other parts of Africa. Ashanti had 10,000 staff spread across five mines in Africa and a Head Office function in Accra. Our challenge was to adapt Merway JE to suit their industry and culture and to develop a solution which could be adopted by each location. Furthermore, we needed to implement the whole project within a very tight timeframe. We conducted interviews with their management team in order to develop the ‘core model’; trained local HR teams to conduct the JE interviews; put in place a robust review process to ensure consistency: and implemented the Merway JE system in to their Head Office.