Management Consultant Evaluation Report

Sherif Salem
Sadek Seyam
Emad Sharoubim
Mohamed Magdy
Mai Abdullatif

Submitted to: Dr. Khaled Hafez

Table of Contents
1 Company Profile 3
About (what, where, who, when)
Old, Startup
Capital & Size (SME, or?)
Products
Markets (B2B, B2C, B2Gov….etc)
- Branches (local, MNC, etc)
 4
5
6
7
8
2 Management Hierarchy 9
- Functional Structure, or
- Strategic Business Units, or
- Flat organization
- How many employees
- How many managers

10
11
12
13
3 Sustainability 3 Ps (Profit-People-Planet) 14
- Profit ‫إن عرفتم‬
- People (CSR)
- Planet (Environmental Responsibility)
- ISO certifications ?

15
16
17
18
4 Decision Making Process & Culture 19
- Omnipotent Management
- Symbolic Management
- POLCA (Company market leadership ‫ الموقع في السوق‬,
planning, implementing, follow-up, evaluating and monitoring
systems)
(turn over ‫)إن عرفتم‬
- Structured / unstructured problems if found

20
21
22
23
5 PESTEL (choose principal product) 24
- Position in PESTEL
- Exporting / local
- Strategic Resilience example (one example)
 ‫إن عرفتم‬
25
26
27
28
6 Human Resources 29
- Ethnocentric, polycentric, geocentric
- Generational company distribution
- Training / learning organization
(no of days ‫)إن عرفتم‬
- Levels trained (if found)
- Stressors (if known) & Turnover ‫إن عرفتم‬
- Recruitment strategy (tools if found, evaluated)
30
31
32
33
34
7 Company Strategy 35
- Relationship with stakeholders / customers
- Products and services
- Innovation (technology, if any)
- Competencies & Competitive Advantages
(quality, design, distribution, technology, other)
- Growth, stability, retrenchment
36
37
38
Graph of star – cow – dog 39
8 Conclusion 40
“In our evaluation, we found that.....”

9 Recommendations

7. Company Strategy
7.1 Relationship with stakeholders

As part of Elsewedy's commitment to corporate responsibility, it builds upon a comprehensive

materiality assessment, incorporating a wide range of their impacts and integrating multiple
stakeholder perspectives.
This enables elsewedy to combine financial and non-financial considerations and to prioritize
their actions with a focus on issues that are critical for achieving their goals, securing their
business model, and managing their impact on society.

Elsewedy distinguishes five groups of primary stakeholders, which are important to their
success.

7.1.1 Employees
Employees expect excellent working conditions and opportunities to advance within the
company while being recognized for their accomplishments.
Employees are the most important and asset. Elsewedy strives to support employee satisfaction
by allowing people to develop skills and knowledge through talent management and
collaboration.

Their priority is employee well-being at work, and employee engagement mechanisms are
implemented across all their entities, while dedicated marketing efforts promote brand appeal.

7.1.2 Investors and Analysts

Investors expect profitability, clarity, and transparency. They need to be informed about the
group strategy and how Elsewedy Electric will allocate its resources.

At Elsewedy, they develop long-term relationships with investors by carefully considering their
needs and expectations, publicly disclosing sustainability KPIs, and integrating non-financial and
long-term factors. They also prioritize transparency, credibility, and an integrated approach to
consolidate all information.

7.1.3 Communities and Society

Civil society and local communities expect a positive socio-economic impact from the group’s
operations, job creation, new technologies, and use of digital solutions to drive progress while
preserving the environment.

At Elsewedy Electric, they reduce and offset environmental impacts (constituting savings),
generate sustainable profits on operations to support innovation (high performance), and have a
positive and long-term impact on local economies (sustaining license to operate).

7.1.4 suppliers

Suppliers expect a long-term contractual relationship based on trust, fairness, and shared values.
At Elsewedy Electric, they have developed a strong ecosystem of suppliers, helping them build
new services and reach new markets.

They guarantee high quality, create synergies within the business ecosystem and minimize risks
within the supply chain through collaborations, knowledge sharing and efficiency.
 7.1.5 Clients and Partners

Clients expect to benefit from the right resources, digital tools, and expertise to meet their own
challenges and develop their own businesses.

They expect Elsewedy Electric to be a dependable, resourceful, and committed partner on their
resource access and digital transformation journey.

At Elsewedy Electric, they are committed to customer satisfaction, developing market share and
building competitive advantages by investing in client trust. They power innovative mindsets and
anticipate client needs a few steps ahead.

7.2 Services and products

All Elsewedy companies cooperate to offer their customers energy-related products through:

 Elsewedy Cables (cables and accessories)

 Elsewedy SEDCO and Elastimold (electrical products, Group A)
 Elsewedy SEDCO for Petroleum Services (electrical products, Group B)
 Iskraemeco (energy management systems)
 Elsewedy Transformers (transformers)
  

7.2.1 Elsewedy Cables

Cables and accessories represent the largest sector of the Elsewedy Electric Group. With
experience of over 25 years in cable manufacturing, calibrated equipment, state-of-the-art
machinery, and high-quality raw materials, they guarantee satisfaction to their clients around the
world.

Cables and accessories are produced through nine divisions:

 Power Cables, Special Cables, Fiber Optic Cables, Winding Wires, Cable Accessories,
Raw Materials, Insulators, and Fittings, Explosion-proof Equipment, and Fiber Glass
Poles.

7.2.2 Elsewedy EGYPLAST

EGYPLAST creates polymer compounds and processes with exceptional sustainability

characteristics. Their portfolio is organised into five segments: PVC Compounds, Masterbatch,
Special Compounds, PP Fibers, and Fiberglass Poles.

7.2.3 ELSEWEDY SEDCO AND ELASTIMOLD

Elsewedy SEDCO and Elastimold, a joint venture with Elastimold USA, produce, sell, and
install cable accessories, including joints and terminations, with voltages up to 220 kV for both
local and international markets.

Through these three companies, they provide and install:

 Power cable joints of low, medium, and high voltage, up to 220 kV.
 Power cable terminations of low, medium, and high voltage, up to 220 kV.
 Cable accessories (metal and bi-metal parts) and cable link boxes

7.2.4 ELSEWEDY SEDCO PETROLEUM 

Elsewedy SEDCO for Petroleum Services operates in the Middle East and Africa and is
committed to becoming the leading integrated system provider of special electrical equipment for
all projects classified as hazard areas across all sectors. It provides electrical bulk material for the
oil and gas sector, including LNG, nuclear power stations, and hazardous projects.

Through the petroleum services they provide

 Explosion-proof electrical equipment; industrial and hazardous area cable glands and
accessories; cable accessories; earthling systems; lightning protection systems; solar
street-lighting systems; cable trays, supports, and grating systems.

7.2.5 TRANSFORMERS 

Elsewedy Transformers entered the market in 2005 as a pilot program to manufacture a wide
range of transformers that comply with the quality expectations of domestic and international
markets. Its enormous success allowed Elsewedy Electric to expand our business line.

The four plants in the Middle East and Africa develop world-class power transformers, as
follows:

 Elsewedy Transformers-Egypt
 Elsewedy Transformers-Zambia
 Elsewedy Transformers-Algeria
 Elsewedy Electric-Nigeria

Elsewedy Transformers offers products through the following divisions:

Power Transformers, Oil-immersed Transformers, Cast-resin Dry Transformers, Installation,

Testing, Training, and Maintenance.
 7.3 Innovation

Technology has the power to facilitate social change. Elsewedy research and development
department continuously examines ways to improve their performance.

They will use digital technology to empower consumers to optimize their home energy
management and adopt more sustainable living patterns. Crucially, they will transform their built
environment and mobility, investing efforts into green buildings, electrifying their fleet, and
improving their monitoring and management capabilities

In the energy domain, digitalization enhanced data, analytics, and connectivity. Foremost, this
has been visible in the declining costs of sensors and data storage, progress in advanced analytics
through machine learning; greater connectivity; and faster and cheaper data transmission.

Energy digitalization has an enormous impact on the lifetime, efficiency, and use of energy
infrastructure and can reduce costs and optimize performance at every stage. In addition, greater
connectivity opens the space for active collaboration between consumers and producers, leading
to increased flexibility with which the system can cope with changes in supply and demand and
reducing the costs of integrating new technologies.

Electricity and digital transformation are particularly intertwined. Traditional forms of

generating electricity rely on power plants and transfer through transmission and distribution
networks, and electricity flows one-way to end-users in the residential, commercial, industrial,
and transport sectors.

The digital era offers a new energy system that is multi-directional and decentralized, where
demand sources actively participate in balancing supply at all levels.

Digital connectivity allows the linking, monitoring, and controlling of multiple energy-producing
units and pieces of consuming equipment. As digitalization advances, opportunities for trade at
the local level appear, along with higher levels of participation from all sides.

All this opens up many opportunities for building inclusive, sustainable, and resilient energy
systems, fit for the complexities and speed of the modern world.

Benefits

1-Optimized maintenance – the transition from preventive to predictive reduction of ownership

costs by maintaining the reliability of an asset.

2-Reduced asset management costs achieved by freeing up asset managers’ time to focus on the
responsibilities that really matter.
3-Lower power costs: by managing electricity loads in response to price signals, players are able
to participate in the market

4-Energy digitalization unlocks new opportunities for businesses to optimize their production
and strategically grow.

5-Digital tools give companies new possibilities to interact with their customers, address their
needs, improve services, and develop loyalty.

Elsewedy Transformers products offer customers more than 50 years of durability. Their solar-
photovoltaic cables meet the most stringent industry standards using high-grade materials that
support their minimum product lifetime of 25 years.

Cables are flame retardant, impact-resistant, halogen-free, extreme-temperature resistant, water-

resistant, abrasion-resistant, high tear resistant, low corrosive gas-emitting, ultraviolet radiation
resistant, ozone resistant, oil and hydro-resistant, as well as compliant with rigorous International
Electro-technical Commission (IEC) standards.

ECMEI produced the first 500 kV polymer insulator on the Egyptian market. These insulators
are the result of more than 15 years of research and development.

The following are examples of the measures they have implemented in this regard:

 Conduct life cycle analysis and focus on improving product footprints in the
manufacturing phase, including packaging, logistics, and material and energy efficiency
optimization.
 Local sourcing of approximately 70% of the product mass (mechanical BoM).
 Adopt innovative packaging solutions—no use of plastics, 50% less cardboard material,
and a potential 25% increase in individual shipment load.
 Using environmentally-friendlier transport options (if agreed with the buyer).

They also focus on improving the energy performance of their own products. The Iskraemeco
AM550 meter design is a good example of how they achieved an improved product footprint as a
result of the following:

 Design for extended life span: 20 years

 Lower self-consumption of energy
 Fewer conflict materials
 Increased material efficiency

Improved product footprint in the use phase:

 Increased durability
 Adaptability
 Interoperability
 Upgradeability
  Information flows in reverse 

7.4 Competencies & Competitive Advantages

7.4.1 Distribution
The Transmission and Distribution segment is in charge of the turnkey design, engineering, and
procurement of electrical power transmission and distribution projects, as well as the
management of installation activities. They want to be a global leader in providing safe and
environmentally friendly energy solutions to their clients' growing infrastructure needs.
Our integrated energy solutions cover the entire energy value chain, from power generation to
transmission and distribution.
They provide employment opportunities to Egyptian workers, allowing them to gain valuable
experience and skills while supporting our Group-wide goal of increasing employment
opportunities for Egyptians.

Our work includes the following aspects:

Mobile wind turbines
Energy from renewable sources (wind and solar)
Transmission lines that run overhead
Networks of distribution
Substations
Cables in the Ground
Infrastructure
Electrification in Rural Areas
Lighting on the Street
Oil and gas industry EPC services
Oil and gas industry EPC services
Water Solutions industry EPC services
Transportation EPC services (Signaling, Track Works, Underground, Ports (Sea, Dry, and Air),
Track Control, Telecom, and Smart Solutions)

7.4.2 El sewedy technology

Meters is a division of Elsewedy Electric that develops, manufactures, and distributes equipment
used to measure, register, bill, and control energy and power. It purchased Slovenia's Iskraemeco
in 2007, one of the world's most technologically advanced manufacturers of metering equipment
and services.
With Iskraemeco supplying over 2 million metres worldwide, the acquisition creates a global
metering and measurement behemoth with the technological strength to build tomorrow's smart
products as well as the production and distribution base to capture a global market share.
7.5 Elsewedy Growth
Revenues in FY 2019 were EGP 46,628.8 million, representing a 9.7% year-on-year increase,
driven by growth in our turnkey projects segment, whose contribution increased significantly
year on year to nearly that of the Group's original main contributing segment; wires and cables.
In FY 2019, gross profit increased by 13.8% year on year to EGP 8,194.0 million, while gross
margin increased by 0.7% to 17.6%.
SG&A expenses totaled EGP 2,709.7 million for the year, an increase of 21.3% year on year.

In FY 2019, EBITDA increased by 6.2% year on year to EGP 6,434.2 million, yielding an
EBITDA margin of 13.8%, a 0.5 percentage point decrease.
Net Profit after Minority Interest was EGP 4,021.8 million in FY 2019 versus EGP 4,991.9
million in FY 2018, representing a 19.4% year-on-year decrease and an 8.6% net profit
margin.
Elsewedy had a net cash position of EGP 769.0 million as of December 31, 2019, compared
to a net cash position of EGP 12.0 million as of December 31, 2018. Inventory stood at EGP
9,148.6 million as of December 31, 2019, a decrease of 2.0% from the EGP 9,334.1 million
booked on December 31, 2018.
Accounts receivable increased 10.8% year on year to EGP 12,536.7 million on December 31,
2019.
Accounts Payable, on the other hand, decreased by 17.1% between December 31, 2018 and
December 31, 2019, totaling EGP 3,936.2 million.