Name
Decoration
Nationality
Address
Contacts
Email
: Dr. HANY M. EL-HIFNAWI.
: PhD, MBA, BSc, CEng, MIEE & SMIEEE.
: Egyptian.
Date of Birth : 2/10/1952
: 66 Montazah St, Flat 5, Heliopolis 11351 , Cairo, Egypt.
: Tel/Fax: +20226381387 . Mobile: +20105055055 -EG
: hhifnawi@link.net
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PhD (Workforce Productivity & Motivation), Stirling University , Scotland/UK 1998.
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Master of Business Administration (MBA).
GPA of 3.44
with major in (Organization &
Management) , Syracuse University , USA 1989.
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CEI Part 2 Examination, Engineering Council UK (British BSc with honor degree) in 1985.
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BSc, Electrical Engineering ( Power & Machinery), Cairo University 1974.
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Certified Consultant Engineer in the field of Electrical Power Distribution, Egypt 1994.
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Chartered Engineer (UK) 1986.
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Corporate Member of the I nstitution of E lectrical E ngineers IEE (UK) 1985.
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Senior Member of the I nstitute of E lectrical & E lectronic E ngineers IEEE (USA) 1983.
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Egyptian Association of Industry Development (EAID).
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Egyptian Japanese Technical Services (ATOS).
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Arab Management Association (AMA).
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American Chamber of Commerce (AMCHAM).
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German Arab Chamber of Industry and Commerce (GACIC).
Thirty five years experience in management, teaching, research, productivity, Reengineering, Balanced
Scorecard, Six Sigma, TPM, ERP, EAM, SCM, TQM , MBO, business plans, cost reduction , training, career-path , job description, gap analysis, employee motivation, salary scales, reorganization, change management , feasibility studies, operation management, marketing, sales as well as technical functions covering multidiscipline activities including mechanical, electrical and civil works, proactive, preventive and predictive maintenance, software, planning, corrosion, inspection, projects management (EPC).
Exposed to many diversified industries and American, European & Japanese excellence models for the last 8 years .
Conducted 300 presentations to managers, chairmen and ministers in Egypt, India, Qatar, Saudi and UAE.
Spent 17 years working with Multinational Corporations e.g. Exxon, Mobil, British Petroleum, Shell, and
Total during my tenure with QGPC and 12 years in many sectors. Issued a book about modernization of Egypt vs.UAE.
 Increased productivity in EZZ Group (Steel) by more than 100% without additional manpower or assets
 using GMS software and the latest managerial methodologies.
Increased sales and exports in Misr EL-Hegaz Group (Plastics/FMCG) by 40% in less than 9 months and developing exports to many European & African countries.

Reduced costs in QGPC (Oil &Gas) by more than 40% in maintenance and projects in DUKHAN
Township and 100 km X 6 Km spread field facilities.
 Published a book entitled “ Development & Modernization of Egypt – In the Light of UAE &
Emerging Countries Experiences ”.
10/2010 – Present ESLSCA (Ecole Supérieure Libre Des Sciences Commerciales Appliquées)
:
I am currently teaching Strategic Management to 2 classes of MBA level students at ESLSCA/EELU (Egyptian
E-Learning University). Each class has 30 students on average. I am using the 12 th Edition book of Wheelen &
Hunger; "Strategic Management & Business Policy: Achieving Sustainability"; International Edition; Pearson.
10/2008 – 10/2010 ENOC Group, Dubai, UAE

ENOC Group comprises of 33 companies with 7,000 employees and $11 billion annual revenue and $600
Million net profit . My main task is to double revenue and net profit in the next few years. I am responsible for setting and managing a comprehensive Performance Management System ( PMS ) that will cover the corporate level and be cascaded down to the group diversified companies and corporate departments. We used the
Balanced Scorecard system with 31 Strategy Maps ( SM ) and BSC: each with 20/25 Key Performance
Indicators ( KPI ) and STRATEX Initiative against each KPI. The group activities span Exploration &
Production (Upstream); Refinery with planned capacity of 120,000 BOD ; 170 Retail distribution petrol stations in Dubai & Northern emirates under the brand name of ENOC & EPPCO; Shipping & Terminalling that includes terminals in Singapore, Djibouti & Morocco as well as JV with many other companies in many locations (ENOC owns 100% Horizon Terminals). I am introducing many cost reduction, quality initiatives, and productivity maximization as well as external benchmarking and dash board Cock-Pit on COGNOS BI to manage strategy execution.
5/2004 – 10/2008 ADNOC/TAKREER
ADNOC has $80 Billion annual revenue and 16,000 employees generating 70% of UAE GDP. TAKREER as one of ADNOC 10 subsidiaries has $5 Billion annual revenue and 1,800 employees with 2 refineries at
RUWAIS & Abu Dhabi . We implemented a widespread Strategic Management system from Mission, Vision
& Values (MVV) to Balanced Scorecard (BSC). We have been using for the last 3 years comprehensive BSC system for corporate, divisions, departments and sections. I led a cross-functional task force in TAKREER for rationalizing Inventory, Maintenance and Information Technology ( MAXIMO ) processes that led after 6 months to reduction in inventory of Dh 220 Million & using Key Performance Indicators (KPI) for continuous improvement. Participated in establishing R&D center with Japan for TAKREER.
12/2002 – 5/2004
Conducted many courses to graduate MBA & MIBA classes in Cairo & Alexandria branches of the Arab
Academy for Science and Technology known as Advanced Management Institution (AMI) – Graduate
School of Business.
The University is fully accredited locally & internationally (USA, UK, & France). The courses included
“Human Resources Management - HRM”, “Total Quality Management (TQM) &
Productivity”, and “Strategic Management and Global Business Policy”. Courses conducted were based on
American curriculum . Class size was up to 40 students.
4/2003 – 12/2003
ALICO Egypt (AE) is a joint venture between ORASCOM Construction Industries (OCI) and
Aluminum & Light Industries Co. (ALICO). ALICO is one of 37 companies in GIBCA Group (UAE).
OCI is the 2 nd largest Egyptian company ( LE 4.5 B revenue ) as per BT100.
We have all the major glazing curtain walls projects in Egypt including City Stars, Nile City, Smart village, Cairo Airport and
San Stefano Hotel. Our factory for Aluminum, Glass and Paint is in Ain Sukhna (Suez). AE with 374 employees has now LE 130 M outstanding bids and order backlog valued at over LE 60 M . We handle the complete supply chain operation from Design & Manufacturing to Construction and Maintenance after handover.
12/2000 – 12/2002
Misr EL-Hegaz Group has 7 plants in AL-Asher manufacturing and trading in plastic products. We had
2,300 employees and annual revenue of $ 100 Million. Main products are PVC pipes with various diameters up to 1000mm, Polypropylene woven bags, plastic threads, films and PVC compounds. We are ISO-9002 certified. Reporting to the Group Chairman, I was responsible for development of managers and new work methods, training, supply chain management and key performance indicators to increase productivity and reduce costs in all the group companies. As General Manager of the Woven Bags Company, I had 800 employees in 3 factories. Managed to raise Sales, Exports &
Productivity by 40% in less than 9 months.
9/1998 – 11/2000

Co-founder of Global Productivity Systems (GPS). GPS was established to bridge the productivity gap between Egypt and the global levels in all sectors. We use state-of-the-art software technology and the latest managerial methodology to achieve our mission. Total Productive Maintenance (TPM), EFQM Model,
Baldrige Model, Re-Engineering, Benchmarking, TQM, MBO, Training, Motivation Techniques are some of those managerial methods. Enterprise Resource Planning (ERP), Computerized Maintenance
Management Systems (CMMS) or Enterprise Asset Management (EAM), Material Management System
(MMS), Production Control, HR and Financial Control Software are the technical tools used. Datastream is the world leader in maintenance software. Its products are used in 60,000 firms in 140 countries ( 17 languages) including 60% of the Fortune 500 firms. There are 46 installations in Egypt/MENA countries including USAID, Tenneco/Kobusch Packaging, Novartis, Pfizer , EL-Hesn for Textile, Eveready
(Energizer), Dream Park , Hyatt Regency Sharm/Taba, Four Seasons Hotel (Giza) , Pepsi in
Food/Beverage, 15 sewage plants and 8 water stations in Cairo, Syouf water plant in Alexandria,
Damanhour plant in Behira and National Guard Hospital in Saudi.
9/1994 – 4/1998
Responsible for the Engineering Maintenance , Customer Support , Information Technology , and
Marketing & Sales Departments . Produced 4 software products namely Global Maintenance Solution
( GMS ), Material Management System ( MMS ), Fleet Management System ( FMS ), and Service Center
Management ( SCM ). We developed another software for HR recruitment. FIRST provided organization development/Job design for all the oil & gas companies in Egypt. GMS is now certified by the American
Bureau of Shipping (ABS ). We increased number of applications from 17 to 101 (594%) in Egypt and abroad.
We have completed major CMMS projects for Suco , Geisum , Agiba, Qaron and Wepco in the Oil & Gas
Sector; Al-Ezz Group Steel Plants in Sadat & 10 th of Ramadan cities and Misr Chemical Industries (MCI) in the Industrial Sector; K & M Engineering and Metcalf & Eddy for Suez Canal Authority in the Utilities
Sector; Admasco in Abu-Dhabi, Kuwait and Syria in the Drilling Sector and Delta Sugar in the Food
Industry Sector. We have signed marketing agreement with NCR and IBM in 9 countries to promote our products. GMS software product was selected by international consultants such as Booz Allen & Hamilton
(USA) and was praised by reputable contractors such as Uhda - USC from Germany.
1977 - 1994
A. 9/1990 – 6/1994
Responsible for 5 divisions ( 64 senior staff and 500 employees level staff). The divisions included planning, corrosion & inspection, operation, utilities & projects liaison group. Routine & Capital budgets were $30MM annually. Introduced a new system for Performance Indicators , Benchmarking , Reliability, Availability, and
Utilization of assets. Managed to reduce the routine operating budget (OPEX) by 40% in spite of the increase in activities.
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Participating in major re-organization and amalgamation of QGPC onshore & offshore ( 6000 employees ) with Booz Allen & Hamilton .
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Shared work of preparing the job description for department’s employees ( 470 ) with MEIRC .
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Assisted Atlantic Consulting Group in a motivation study for QGPC.
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Performed recruitment of human resources through MSL (UK),and PSI (Canada) .
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Being a Head of Utilities , responsibility included management of multi-discipline and diverse engineering team including 12 senior staff and 132 men involved in electrical, mechanical, instrumentation and civil disciplines.
B. 10/1983 – 9/1990
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Operation and maintenance of power generation centers (60 MVA) , secondary transmission and distribution system, township maintenance , air conditioning, and potable water supply as well as roads and civil maintenance including major landscaping projects.
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Conducted many technical and managerial studies with Ewbank Preece (Mott McCdonald now) ,
Kennedy & Donkin and Howard Finley covering managerial & technical auditing of operations, maintenance and EPC projects’ phases.
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Supervision of ( Teroman ) preventive and predictive maintenance software system implementation. Later on, this software was called CMMS and now EAM .
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Installation of 4X5.6 MW each EGT ( Ruston) Tornado gas turbines at power station ( QR 180MM ).

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Technical advisor to the State Electricity & Water Rationalization Committee reporting to the Cabinet of Ministers in Qatar.
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Chairman Interconnection Committee between QGPC and Ministry of Electricity & Water.
As Senior Electrical Engineer I was responsible for the operation and maintenance of the Electrical
Department including 30 substations, 80 transformers, HV and LV switchgear, M.C.C
., motors, area and street lighting, high and medium voltage overhead lines and distribution network.
C. 3/1979 – 9/1983
Handled all phases of projects including E ngineering, P rocurement, and C onstruction (EPC). Main Projects are:
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Fire Protection Scheme in the whole field including 40 KM of cabling and 24 BCF/BTM systems ($7
MM).
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Water Storage Tanks, Flowlines & Booster Station.
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Commissioning of 4 New Khuff Gas Plants 50 MMSCFD each in capacity.
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Installing Standby Generators Complete with AMF & Synchronizing Facilities.
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Installing " John Brown " & " Ruston " Gas Turbines as part of "Gas Booster" & "Flash Gas Recovery" projects ($10 MM) for maximizing Methane and Ethane at the Stripping Plant .
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Construction of Residential, Welfare, Compounds, Offices & Industrial Buildings.
Duties also included general liaison with project controllers to cover the electrical side for major projects such as: Power Water Injection project ($80MM ) and New Workshops & Hospitals ($14MM ). Stone & Webster and Vickers were the design consultants.
As Electrical Engineer (Projects/Technical Services) issued a report on the " Electrical Distribution and
Tertiary System " that led to ($1.5 MM) project. Scope of work included 5 substations 11kv/415v and 10 km of HV cabling. Issued a report on the potable water supplies to Dukhan Township. This resulted in a multidiscipline project ($1.5 MM). Duties include:
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Budget estimates , design, & specifications.
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Supervision of manpower including Drawing Office (D.O.) personnel and contractors.
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Procurement of materials & Preparing tender documents .
Budget control on all phases and finally commissioning and hand over.
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Selection & maintenance of household appliances for a 5,000 inhabitants residential compound.
D. 8/1977 – 2/1979
QP produces up to 0.5 MBOD of 41 API crude oil and 800 MMSCFD natural gas and associated gas, which is fractionated and liquefied for export. Activities spread over a 100 KM long by 6 KM wide oil & gas field with Dukhan City in the center . The power is supplied by power station of 60 MVA installed capacity produced by 19 gas turbines apart from 18 gas turbines of different types, ratings (up to frame 5GE ) and drives spread over the field. The field is electrified by a 33 KV OHL network feeding North Field Re-injection
Stations and 5 main stations. Total length of the 33 KV OHL is 120 KM . QGPC had technical service agreement, cross posting and was even owned at that time by consortium of British Petroleum , Shell , Exxon ,
Mobil , Partex and Total . Hence, I had the experience of working and living with managers and peers from all those MNC’s in addition to utilizing their valuable codes of practices & procedures. Duties include:
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Commissioning of 4 Natco (LTX) Natural Gas Plants each of 100 MMSCFD capacity.
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Shared work in expanding the 11 KV distribution system from 10 to 20 substations.
Job Officer of associated gas injection project ( 950 HP motor ).
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Major preventive and planned maintenance jobs ( shutdown of major plants ).
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Senior authorized person to perform switching operation & issuing permit to work on medium voltage & high voltage equipment up to 33 KV ( 11 KV, 3.3 KV & 415 volt) equipment.
7/1974 – 8/1977
Appointed in Nasr Petroleum Corporation (major refinery with 2 plants at Alexandria and Suez) and served the military service in the main communication wing workshops. Duties include:
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Maintenance and modification of control panels, stabilizers, AVR, AC & DC diesel generators, motors, and battery chargers.
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Rewinding of all kinds of motors, generators, coils, and stabilizers.
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Modify Russian equipment to suit site conditions.
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Installation of electrical equipment in special military cars, tanks, and jeeps.

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