عبد العزيز الدفراوي

National paper Factory is a family business specialized in Plastic and Paper Products for more than 35 years. The company was doing well and started to decline for the past three years. The General Manager is responsible to reshape the company and bring it back to be one of the top players in the Plastic Industry in Saudi and GCC markets.
• Oversees the ongoing operations of all divisions in the company.
• Works with the board of directors and other executives to establish short-term objectives and long-range goals, and related plans and policies.
• Presents regular reports on the status of the company’s operations to the board of directors and to company staff.
• Oversees the organization’s financial structure, ensuring adequate and sound funding for the mission and goals of the company.
• Reviews the financial results of all operations, comparing them with the company’s objectives and taking appropriate measures to correct unsatisfactory performance and results.
• Hired the required management positions to be ready to take the company to the new era mainly in Operations and Sales.

SAB Investment is a highly diversified group & our activities span construction & infrastructure development, FF&E, ICT; and Logistics. We provide our clients a strong portfolio of offerings taking the project from concept to completion. Our projects are Jabel Omar & Jeddah Chamber of Commerce, the Address (Jeddah & Riyadh) & Logistics (FEDEX & TNT).
- Headcount: 6, 000 employees - Reporting to: Chairman
In this role, I leads the HCM, ICT, Supply Chain; Factories, projects; Corporate Vision, Mission, structure & Governance.
Major Achievements:
• Provision and alignment of corporate resources, including strategic planning, KPI’s setting, monitoring performance, and resources’ allocation of SAB Investment core team that reduced head count by 20%.
• Double the Top and bottom line for the first time ever in Technowireless company in Egypt in less than 4 months.
• Successful implementation of ERP-SAP in SAB Investment and its subsidiaries with 70% saving due to local team in Cairo.

IMC Hospital is one of the top Tertiary HealthCare with 300 beds within the Middle East and Africa in terms of the patients quality care and high qualifications of hospital physicians.
• Developed a 5 years strategic road map includes moving the hospital from Acute Tertiary Care to complete functional medicine healthcare including the medical school and Satellite Clinics.
• Led the Due diligence of assigned departments due to the partnership with new investors in 2017. Adding to this the partnership with “Mayo Clinic” as number one Healthcare facilities in the USA for years.
• Effectively growing the organization and ensuring financial strength and operational excellence applying the high-performance measures, administrative and best people systems practices.
• Identified the future leaders through the organization’s assessment using Birckman and Talent Q.
• Earned the hospital exceptional rating from external auditors JCI, ASCHI and locally from CBAHI.

United Gas Derivatives Company is a Joint Venture with BP, ENI; and GASCO; having two plants in Egypt producing Propane, LPG and Condensates with total headcount of 1, 200 employees.
• Developed UGDC 2018 Mission, Vision & business strategy that ensured the desired return on investment is happening.
• Developed and implemented in partnership with company leadership the team professional HR policies and procedures targeting everyone to deliver at his/er peak.
• Launched the inspirational leadership aligning the company’s top talents with HR best practices.
• Delivered $30 Million through loss elimination journey as part of the cost-saving program.

Juhayna is a market leader in Egypt producing Dairy and Juice in 6 plants with a total headcount of 6, 000 employees.
• Played an active role as a strategic business partner with the company Chief Executive Officer (CEO).
• Delivered the behavioral competencies framework using Korn/Ferry Methodology and implemented as the base for the Human Capital Management (HCM) current and future work plans.
• Hired the senior leaders such as R&D Directors, GM of Agriculture and Animal Production and others.
• Participated effectively in increasing the revenue by 30% in 2014 through HCM best practices in performance management and Executives Development programs with the Center for Creative Leadership.

Leading human resources and administration during the company transformation from the local family business to fully integrated corporate culture using the HR best practices.
• Developed 5 years plans using the strategic road map and compelling business need with agreed KPI’s.
• Created the organization Departments’ structure; grads; and salary system through the Organizational development project.
• Conducted a monthly training session to the Human Capital Management staff on different HCM topics which increased their Technical skills in many areas as per the team development plans.
• Developed and implemented HR policies and procedures in accordance with legislative requirements.
• Achieved $10 Million saving in company bottom line through the loss elimination saving program.
• Provided guidance and counsel to management and staff on employees’ relations related issues and complains.

eMethanex is a greenfield project with a total capital investment of 1.3 Billion CAD producing Methanol in Egypt.
• Developed 3 years HR strategic plans of eMethanex within the context of global Methanex targets.
• Hired 100% of the top talents by attracting the right talents at the right place at the right time.
• Created a competitive salary structure using the Hay system and in line with the cooperation system.
• Led the development of the HR policies and procedures in line with Methanex Corporate policies.
• Appointed the Operations Director and HCM Senior Manager as a result of the global succession planning system using the global 360-degree program.

P&G Established in 1837, The Company is a Multinational manufacturer of product ranges including family, personal & household care products. P&G markets more than 250 products to more than six billion consumers in 140 countries. P&G is a recognized leader in the development, distribution; and marketing of superior consumer goods products.
Major Achievements:
• Hired 60 Managers and 250 technicians. in less than 9 months as part of the recruiting plans.
• Reduced the turnover from 40% to less than 2% in Nigeria plants due to new structure and operational excellence.
• Launched the Talents’ development program that considered being the benchmark within P&G sites regionally and globally.
• Developed P&G Egypt salary survey for managers and technicians which considered to be the best since plant inauguration in 1984 due the hug change in fuel price (155 $/Barrel).
• Delivered soft and technical training as part of the Corporate training program in EMEA Region.
• Delivered $4.5 Million net profits in Nigeria for the first time ever after 17 years with negative cash flow which builds the confidence for P&G to invest $350 Million through business relocation to Lagos (new plant).
• Increased the production by 80% through operational excellence and Integrated Work Systems.
• Delivered $250 Million saving through a breakdown reduction program and $20 Million reductions in spares.
• Achieved a $400 Million reduction in global project depreciation due to assets calculation intervention.
• Secured a 30% production increase in Baby & Fem Care that saved $150 Million in capital Expenditure.
• Led Site migration plans of the new Enterprise lines & 3PL warehouse with a total capital of $280 Million.
• Achieved 40% in storeroom Inventory reduction is a success story with EMEA senior leadership.
• Delivered $55 Million saving due to new agreement with the International Purchasing Group in the USA.
• Delivered Jeddah Operations KPI’s as a benchmark in EMEA Baby Care Plants (11 Countries).

The first 1 Billion USD project in Egypt the inauguration was in 1985 producing the buildings’ steel with a German, Italian and Japanese technology with top-notch advanced rolling lines from SMS.
• Led the implementation of the TPM of all mechanical equipment during the Weekly, Minor, and Major repair.
• Leads the maintenance activities of Bar and Rod Mill plants, and Direct Reduction plant supervising 350 plant employees from and sub-contractors on top of supervising the company assembly workshop with machinery.
• Achieved a $6 Million saving due to the maintenance of the patent items done locally with no outside support.
• Localizes the spare parts using the advanced local workshops that generated a total saving of $6 Million/Y.
• Leads the implementation of the TPM maintenance of plant equipment’s especially the high-speed ones.
• Outsourced the maintenance activities during the repair days that generated a total saving of $9 Million/Y.

It is the biggest Petrochemicals Complex in the Middle East and Africa having 4 factories with total capital expenses more than $2 Billion producing Urea, Ammonia Nitrate, and Ammonia Phosphate.
• Participated effectively in maintenance activities carried out during the shutdown of the Ammonia, Water Treatment, Urea and Compressor’s House departments.
• Designed the central HVAC system of the Computer room and led the project execution.
• Supports the shift activity in the plant workshop such as machining, fabrication, assemblies, and Welding.
• Implement the PM manual system that covers all plant equipment’s from the mechanical side during shifts. The system came from one of the global Petrochemicals contractor UHDE GmbH (German)