Bassel Hibri

Set the Zone HR Strategy in line with Corporate Objectives. Direct and manage 6 country level Sr. Business Partners to ensure proper planning and directing of Human Resources functions and personnel activities including budgeting, recruitment, training and development of employees, employee relations administration and ensure proper communication and implementation of the company's policies and procedures for Egypt, Africa, Lebanon and UAE.

Acted as deputy to the Managing Director for Egypt. Controlled and approved all Administrative aspects of the Operation for Egypt Unit (contracts, purchase orders, payments, banking transactions)

 Advised Leadership Team (Group and Country level) on best course of action and strategy implementation.
 Direct the recruitment and selection process (manpower planning, candidates’ identification, selection, hiring) in line with Group Corporate guidelines. Successfully recruited country level Senior Managers (MD, General Managers, Plant Managers)
 Achieved 12% reduction in production incentives, 18% in OT and 50% on vacation cost through implementation of new reward strategy and policies.
 Reduced Headcount by 20% by analyzing manpower planning and enforcing Group guidelines.
 Increased plant efficiency by 30% through monthly review of financial variance reports and agree corrective action with country level business partners.
 Successfully directed the implementation of new HRMS (Adrenalin) across units across the Group.
 Restructured units in Egypt, Africa and Lebanon in line with new Group centralization strategy “ONE FPI”.
 Designed and implemented new career and succession planning strategies resulting in retention of several critical position employees.
 Directed Legal Department to achieve 95% success in Labor Legal actions against the Company.
 Directed purchasing department to achieve 20% reduction on local purchases (raw materials and consumables).
 Achieved 30% savings on Medical expenses through outsourcing of Medical Insurance.

Managed all Human Resources functions for the market cement leader in Egypt (6 production units / 4, 000 employees) including manpower planning, recruiting, compensations and benefits, payroll, personnel, development and training and partnered with leadership team to develop and execute HR strategies.

 Achieved 12% reduction in Headcount and 10% in staff cost through the introduction of an internal recruitment process and succession planning.
 Reduced OT by 15% and vacation cost by 70% by enforcing new policies across the Group.
 Successfully managed the design of the Group’s first HRIS (SAP HR), and implemented system for Headcount, Performance Appraisal, Compensations and Benefits (Egypt as pilot for the Group).
 Achieved 15% reduction in staff benefits cost through collective labor agreements negotiations with plant labor unions.
 Enforced Italcementi Group restructuring initiative across all plants in Egypt and reduced headcount by 18%.
 Reduced operations cost by 8% through outsourcing of shut down maintenance activity.
 Managed early retirement scheme for restructuring and downsizing during acquisition from Heidelberg Cement.
 Reduced staff medical expenses by 40% by outsourcing Medical Insurance
 Reduced 50% on death indemnity through outsourcing life insurance.

Directed all Human Resources strategies, programs and services across the company and advised leadership team on restructuring and expansion plans.

 Designed and managed HR Policies, Procedures, and Reward policies and schemes.
 Directed the organization restructuring process for SODIC and drafted relevant Job Descriptions.
 Successfully managed the recruitment of several high level executives and management personnel during the expansion phase.

Directed a team of 25 Engineers and 200 production workers and managed a Group Centralized production unit in Egypt.

 Increased monthly production efficiency from 800 items to 14, 000 items within 2 years.
 Exceeded monthly sales target by 40% (2 years in a row).
 Reduced raw material wastage and rejection rate by 30%.
 Built strategic stock of 150, 000 items

Managed 8 team leaders and 200 employees in General Administration, Personnel, Purchasing and general services, for one of the largest fiber glass production facilities in the gulf (1, 200 employees)

 Reduced plant OT by 10% through implementation of changes in shifts (in coordination with plant production Managers)
 Achieved 30% savings on vacation cost (introduction of new vacation planning policy).
 Reduced staff medical cost by 30% through Medical Insurance outsourcing.
 Managed local purchasing unit to achieve 15% cost reduction on consumable items through enforcing fresh tendering.
 Successfully recruited and performed induction training of managerial staff for new production units (in GCC) during expansion phase.