Project: Corporate Mentoring & Entrepreneurship (CME) Programme

Location: Egypt

Client: Lafarge Holcim Egypt

Years: 2014–2015

Country: Egypt

Description

Lafarge Holcim Egypt partnered with The Human Edge to deliver a 12-month Corporate Mentoring & Entrepreneurship (CME) Programme. The initiative aimed to enhance internal leadership capabilities while driving external impact through support to local SMEs. Through this dual-purpose approach, the programme positioned mentoring as both a strategic leadership development tool and a driver of Egypt’s entrepreneurial ecosystem.

Objectives

• Strengthen leadership, mentoring and interpersonal skills among mid- and senior-level Lafarge Holcim employees.
• Support growth and sustainability of Egyptian SMEs through meaningful corporate mentoring relationships.
• Embed intrapreneurial thinking and collaborative problem-solving to enhance innovation and adaptability inside the organisation.
• Contribute to Egypt’s broader CSR and economic resilience objectives.

Approach

The Human Edge designed and implemented a tailored 12-month multi-cohort mentoring programme. It included:

• Mentor training on self-awareness, listening skills, and strategic support
• Mentee preparation to build confidence and clarity of purpose
• Thoughtful mentor-mentee matching based on relational fit and business needs
• Ongoing support through quarterly check-ins and a 1-day refresher to ensure relationship sustainability In total, 32 mentors and 32 mentees participated in the programme.

Impact

Business Growth & Economic Results

• 100% of mentees’ businesses remained operational
• 50% increased annual revenue during the mentoring year
• 72% increased their client/customer base
• £350,093 generated via 158 safeguarded or created jobs
• 114 new jobs created (6.7 per entrepreneur on average)
• 1366% cumulative increase in client databases

Leadership & Personal Development

• 84% of entrepreneurs reported increased confidence in moving to the next growth stage
• 76% strengthened their management and leadership skills
• 62% felt more confident securing external funding and managing talent
• 69% improved their decision-making and communication strategies
• 84% intended to stay in touch with their mentor after programme close

Mentor Experience

• 100% of mentors would recommend the programme
• Reported growth in relational leadership, listening and coaching capacity

Key Takeaways

• Mentoring can deliver both internal and external ROI: combining CSR and leadership development amplifies organisational value.
• Trust-based relationships matter: cultural relevance and preparation are vital in bridging corporate-entrepreneur gaps.
• Mentoring strengthens ecosystems: when embedded intentionally, it drives economic resilience through job creation, business stability and talent development.
• Structured support ensures sustainability: ongoing follow-up, clarity in matching, and a focus on people-centred skills makes a measurable difference.