Mohamed Fathy

• Restructuring EEHS sector across the group

• Set new EEHS definitions and KPI’s

• Implementing Incident management system

• Changing Operations EEHS incentives based on leading KPI’s

• Launching EHS competency model in OW group

• Start implementing green spirit initiatives

• Developed EHS management system- implementable and meets all disciplines (legal requirements, clients requirements and Iso 14001 and 45001)

• Reducing injury rate in the first 6 months of 2022

Jun 2021- Dec 2021 EHS Director at Silo Foods for food manufacturing​​​

• Securing all confined spaces over 60 silos with required safety measures to prevent all safety risks

• Implement chemical management system to assure all safety measures been taken for all chemicals

• Building up the EHS team in a very short time

• Shorten HSE commissioning activities and preliminary hand over in one month instead of 2

• Training of all employees on fundamentals of OH&S

• Extensive follow up on installation and commissioning activities

• Prepare chemical lab in each running factory

▪ Develop organization structure to lead QHSE in the proper way

▪ Manage new international 3rd parties (Consultants) for mitigating machine risks, fire protection and buildings safety including design review, change management and executing projects

▪ Set and implement EHS management System in operations and construction sites

▪ Set QHSE KPI’s on different level (BPD level 1,2&3)

▪ Develop company flow chart from Sales order to delivery

▪ Certify the company by ISO 9001,14001 and 45001

▪ Develop capacity calculation in standard and non-standards products

▪ Digital transformation to In Process Control in one of factories as a pilot

▪ Establish H&S foundation including basic procedures and required resources to be implemented

▪ Improve machinery safety, fire protection and buildings safety throw 3rd parties (agreements with consultants), including design review, change management and executing projects

▪ Launch H&S managements system

▪ Set up of new H&S KPI’s and required elements

▪ Reduce Rolling Incident rate by 20%

▪ Improve safety culture among 1000 Employees Starting by top management

▪ Renovate firefighting pump rooms in 3 factories

▪ Rectify ionic fire alarm system in a high bay warehouse  

▪ Process safety management implementation

▪ Compliance with Electrolux global risk management minimum requirements

▪ All Egyptian factories successfully passed ISO:45001 and ISO 14001 audits.

▪ Perform annual audits for all European factories (19) which improved the overall HSE performance

▪ Managed to reduce risks coming from machineries, fire protection and building safety with 3rd party consultants, adding value to Elux Egypt by contracting with international service providers including design review, change management and executing projects

▪ Contributing having new cookers factory by managing the fire protection project (installation of high quality sprinkler system and fire alarm) and reducing risks coming from new machines through risk assessment of all new machines and adding extra safety devices in each machine

▪ Improved TCIR (Total Case Incident Rate) by 60% by reducing in number of injuries by 70% (2018 Vs 2013).

▪ Applied new HS management system (DuPont-Twelve elements) in all sites.

▪ Collaborated with IT and developed digital HSE solutions (STOP)

▪ Lead the project of global Ergonomics guidelines for Electrolux

▪ Leading non-EHS projects like for The Better -For Our People (country level with global sustainability team) Digitalizing Business Plan Deployment in WHF

▪ Together with my team set the HSE strategy across EMEA to unleash a clear HSE management system.

▪ Leading social project (For The Better For Our People) with highly recognized achievements by the global team

▪ Established from scratch HSE organization

▪ Lead the implementation of ISO certificates (ISO:9001, ISO 14001, ISO 22000 and OSHAS:18001)

▪ Initiated and applied integrated system of QHSE policies, proceduresand instructions

▪ For the 1st time in middle east to pass AIB audit from 1st time

▪ Logarithmically developed team who managed to apply and develop QHSE systems.

▪ Reduce machines risks by doing engineering changes and reduce factory fire risks by applying the recommendations of FM

▪ Succeeded to achieve and maintain compliance with PepsiCo global HSE requirements.

▪ Led Successful Environmental friendly plant project and reduced landfill by 90%.

▪ Reduced Safety KPI’s by 70% in a very challenging, unstable countryconditions (2013 vs. 2010).

▪ Assigned as Project Manager (Plant expansion project building production halls (1800 m²) BU of EGP 15 M

▪ Project Manager preparing new remote distribution centers

▪ Led refrigeration project in New branch (Carrefour – El Obour City ) of 130 MEGP budget with

▪ Initiated and implemented maintenance programs to monitor and minimize the break downs  

▪ Led BMS (Building management System) project - Alex. Hyper Market

▪ B.Sc. in Communications & Electronics Engineering, Alexandria University – 2000

▪ B.Sc. of air defense