From an in-house academy to a Family Support Fund, Ahmed Fouad shares how a large manufacturer invests in its people.
Elsewedy Polymers is part of a large group, so its CFO, Ahmed Fouad, has a clear view of what it takes to compete at scale in Egyptian manufacturing. We spoke with him about quality, skills, benefits, and how the company pays its people.
The market challenge: quality at a competitive price
For Ahmed, the toughest challenge in Egyptian manufacturing is matching international quality standards while keeping prices competitive.
“Quality at a competitive price [is the real challenge for Egyptian manufacturers] … If I can find quality at a competitive price, there won’t be any obstacles at all.”
Ahmed Fouad, CFO, Elsewedy Polymers
Quality matters inside the group, too: it keeps sister companies from having to source from outside. His advice for smaller, emerging companies is to put quality first, then price.
“If I am a smaller or emerging company, I must provide the client with the quality they want, and, of course, ensure the price is competitive. Achieving this requires a bit more effort for a small company than it does for a large one.”
Ahmed Fouad, CFO, Elsewedy Polymers
Strong quality control and a dedicated R&D team are essential to achieving this kind of balance. He also sees that laws and regulations are better than ever, making it easier for startups and established companies to grow and allowing them to implement best practices without regulatory hurdles.
Solving the skills gap: the Sewedy Academy
The workforce challenge lies in the quality of education and skills among available manpower. The company’s answer is the Sewedy Academy, built to raise technical skills across the manufacturing industry.
“We employ middle school students who perform well on an educational level. They split their week into 3 workdays at the factory and 2 days dedicated to going to the Sewedy Academy. Our schools collaborate with 3 schools in Germany that send representatives to supervise students and give out accredited certifications.”
Ahmed Fouad, CFO, Elsewedy Polymers
The academy began as a CSR initiative, with the aim of enhancing technical quality across Egypt. Ideally, graduates stay on at Elsewedy, though some choose to go to university and pursue other careers. Meanwhile, the company prioritizes constant training in safety regulations and technical skills.
Benefits that build loyalty
Most Elsewedy employees stay for 10 years or more, and Ahmed credits a strong benefits culture.
“We truly care about the benefits we offer employees in general, like medical and insurance benefits… we also have a Family Support Fund, which was established so that the company would offer a helping hand whenever an employee’s father or mother, for example, faces unfortunate circumstances.”
Ahmed Fouad, CFO, Elsewedy Polymers
Retirement packages add long-term security that grows the longer people stay. And to handle ongoing challenges like inflation, market disruption, and growing competition, the company relies on risk mitigation and annual budget planning, with measures and bonuses designed so employees aren’t left to absorb the effects of an unstable market.
Payroll with a choice
Elsewedy Polymers pays salaries through three channels: Arab African Bank, Agricole Bank, and dopay. Employees choose whichever suits them best, and loan and financial support options are offered in parallel.
What’s next? A foundation that already works
Ahmed has no wish list for dopay, and he explains why. As part of a large group, the company is well-established, and its digital HR system already handles the operational side of salaries, benefits, and compliance. His experience is a reminder that well-built digital infrastructure leaves very little operational headache.
Key takeaways
- Quality first, then competitive price, backed by quality control and R&D.
- Build your own talent pipeline: in-house training closes skills gaps and builds loyalty.
- Benefits like family support funds and retirement packages are why people stay for a decade or more.
- Offering payment choice respects employees, and clear communication shapes adoption.
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