Restructuring Businesses for Improved Efficiency

D. Restructuring Businesses for Improved Efficiency

1. Restructuring the Ground Service Company of Egypt Air

The Egypt-air Ground Service Co (EGSC) embarked on company-wide reform to enlarge its coverage and presence in the ground service market internationally. They have a total staff of 8500 employees and service labor. The leadership of EGSC had a vision of introducing modern business management and HR systems. The services of CBI was solicited and contracts in 2008 for four months. The service areas of CBI included the following:
1. Undertake a participatory process mapping of the service and decision making processes in all levels of the EGSC.
2. Undertake a participatory diagnosis of procedural and operational challenges affecting quality of services and competitiveness of EGSC.
3. Propose new organizational structure and mandates for the company’s entities.
4. Develop career path and incentive structure for staff based on findings of the above participatory processes.
5. Build consensus on the proposed career path and incentive structure among staff of the EGSC.
6. Use the knowledge base from the above milestones to reconfigure operation of the in-house ORACLE HR software to help plan for future expansion, analyze current situations and provide clues to management decisions, enable transparent promotion, and foster the team spirit and morale of the staff; and Train in-house staff on administration of the system as a decision support tool.

Client: Egypt Air Ground Services Company
Lead Firm: CBI

2. Institutional Assessment and Restructuring of the Environmental Protection Fund (EPF), Danida Supported Environmental Sector Program (ESP)

Ministry of Environment, Egypt. The assessment covers the legal status and possible options of making the fund more independent and capable of attracting support to finance environmental investment. The target of the reformed EPF is to raise the financial profile from $15 m to $ 100m within five years. Our team undertook a survey of potetial support that donors can extend to the EPF provided it became more transparent and independent, and in compliance with international standards of financial organizations. The support came to be more than $ 100 m. This was presented to the Board of Directors of the EPF, and the Ministry, as the cost of non-action. Regulatory and institutional changes needed, and capacity building requirements were highlighted. CBI participated with an international team from Denmark to develop a business plan of the EPF over the year 2005-6, aiming at operationalizing the proposed scenario.

Client: Ministry of Environment and DANIDA
Lead Firm: Carl Pro, Denmark

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