Infrastructure, Transport & Utilities

How we've helped our Infrastructure, Transport and Utilities clients

We have worked with a number of  Infrastructure, Transport and Utilities companies, helping them to develop and deploy new strategies, supporting the development of growth plans, managing failure demand and helping to improve processes to reduce costs. We have helped our clients to achieve:

  • £4 million savings per year over 5 years based on reduced management costs (20 x ROI)
  • 39% cost reduction, equivalent to £1.2 million (12 x ROI)
  • 20% reduction in overheads
  • Development of a growth plan adding 33% to the revenue line and 86% to profitability

We have

  • Developed a Quality Strategy for the Capital Programme Directorate at Transport for London
  • Project managed and coordinated the production of the 'Sir Peter Hendy Review’ at Network Rail
  • Been selected to broker the revised ‘Clienting and Governance Model’ (between Network Rail, The DfT and the Rail Regulator) as part of the Enhancement Improvement Plan
  • Developed the 'programme planning process' with Heathrow Airport

The current climate for  Infrastructure, Transport and Utilities companies remains challenging with pressure on public funding, public focus on large infrastructure projects and significant change in the utilities sector. There is a need to balance customer perceptions with maximising opportunities to deliver better returns for shareholders. At the same time there is a need to ensure the security of supplies and get the best value from partnerships and alliances. Balancing these needs is at the heart of our approach to Accelerating Change – Reducing Costs – Protecting Reputation service.

Our infrastructure, transport and utilities clients include:

Network Rail, TfL, Heathrow, Highways Agency, National Grid, Transco, EDF Energy, United Utilities, UK Power Networks, Yorkshire Water, Loop, BNFL, Shell, Northern Gas Networks

Our infrastructure, transport & utilities expert

Richard CorderoyPartner

Our operations and project delivery relied on a large team of sub-contractors, but we were struggling to get them to our standards of customer service – everything from the way they looked, to how they communicated and how they completed.  Oakland not only got consistent standards, but a major sub-contractor was so impressed they asked Oakland to help them with their sub-contractors!  


Northern Gas Networks

Case Studies

Transport for London: London Underground - Interim Head of Quality

An in-depth 12-week study delivered a scalable picture of ‘what quality could look like’ and the steps required to achieve these objectives. That picture used Oakland’s Quality framework [Performance, Leadership, People, Processes, and Quality & Culture/Values]. One of the Leadership actions was to provide a single visible leader of quality.

Complex global manufacturer: Improving the introduction of new products

The repeated failure of new product introductions had started to threaten the organisation’s reputation which, in turn, was putting their growth plans at risk. Oakland was commissioned to assess the current level of quality maturity across the entire organisation and then support company-wide improvement activity.

Northern Gas Networks: seeking alignment with a partner

Working with the client and their contracting partner to improve efficiency, customer satisfaction and safety for all those involved.

Heathrow Infrastructure Development

Heathrow Development is responsible for the airport’s infrastructure programmes, running large numbers of complex projects and wanted consistency and accountability. Oakland worked with the project teams to identify critical success factors, agree guidelines for all projects and get the buy-in of junior and senior managers to use them, achieving the consistency and accountability needed.

Maturity Assessment of a Group Function - TFL

We worked with TFL's Commercial Centre of Excellence to monitor and improve organisational maturity – based on the EFQM model. The project involved customising Oakland’s existing organisation maturity assessment tool, engaging the broader commercial team. introducing the approach to ensure all stakeholders understood and bought in to the assessment, and then perform the initial assessment.

World Wide Energy Provider: Strategy Deployment

Following a business merger, Oakland was asked to assist the management team in developing a new strategic plan and deploying the plan which affecting everything from market strategy to operational performance improvements.

Transforming Business Processes Shell Services

The project involved the development of a business framework to identify the strategic and operational gaps that needed to be addressed for Shell Services International to achieve its vision of being recognised as a world leader in integrated solutions. Several key strategic projects were launched to address: quality of service delivery in key areas; re-engineering and the development of end-to-end business processes, e.g. contract to billing; people skills, particularly the development of customer-centric skills; development of an SSI balanced scorecard.

Loop: Six Sigma Improvement

The client wanted to identify a number of process improvement actions aimed at reducing the volume of billing calls by 25 %. Oakland Consulting supplied materials and trained the project team using the Six Sigma DMAIC approach and assisted the team with identification of the current sigma rating for the process performance and the projected rating based on the identified improvements.

Associated Insights

Is the smart metering programme set up to fail? How long can new entrant energy companies maintain their growth?