وظائف سائقين درجة ثانية - بور سعيد مصر

تعلن مجموعة <strong>يونيون جروب</strong> عن حاجتها الي مندوب مبيعات خارجي للانضمام إلى فريقنا وتحقيق المبيعات في مجال الأجهزة&nbsp;المحمول.<br><br><strong>المهام الوظيفية:</strong><br>بصفتك مندوب مبيعات خارجي، ستقوم بـ:<br>• الترويج وبيع اجهزه المحمول و الاكسسوار .<br>• بناء علاقات قوية ومستدامة مع العملاء وشركاء البيع بالتجزئة والحفاظ عليها.<br>• تحديد فرص العمل الجديدة واتجاهات السوق.<br>• إجراء عروض توضيحية وتقديمية للمنتجات.<br>• المساهمة في نمو مبيعات الشركة.<br><br><strong>يوجد ارباح سنويه</strong><br><strong><br>المتطلبات:</strong><br>• من&nbsp;0 إلى&nbsp;3&nbsp;سنوات من خبرة المبيعات (يُعدّ وجود خبرة في&nbsp;مجال المحمول أو المنتجات الخارجية ميزةً إضافية).<br>• درجة البكالوريوس.<br>• مهارات تواصل وتفاوض وعلاقات شخصية ممتازة.

<figure class="table"><table><tbody><tr><td><p><strong>Purpose</strong>:</p><p>&nbsp;</p><p>As part of a project leadership team, APMT are looking for an individual to lead the project controls discipline for the SCTT Equipment Electrification Upgrade project, starting Q3 2026. The role is the Project Controls Manager.&nbsp;</p><p>&nbsp;</p><p>This position requires the Project Controls Manager to be based full-time on site in Port Said, Egypt. The role is highly hands-on and requires the successful candidate to actively perform detailed planning and scheduling activities, while also leading and overseeing the overall Project Cntrols function across the project. The Project Controls Manager will be supported by a direct-report team member responsible for cost control and change management functions.</p><p>&nbsp;</p><p>Project implementation is a key value driver in APM Terminals (APMT). Our ability to build a container terminal, establish an operational organisation and secure commercial business delivers real NPV to APMT and the broader A.P. Møller – Mærsk (APMM) business. Equally, if we are able to improve on the original plans for a project, we may be able to secure incremental value for the entire APMM group and broader stakeholders.</p><p>&nbsp;</p><p>To be successful in this role, we need our Project Controls Manager to deliver in three areas:</p><ul><li>A source of one-truth on performance. Transparent and purposeful communication is essential. This will include internal (the broader project team) and external (broader APMM and external) stakeholder communication. Building rapport, project-wide commitment (to accurate reporting and planning) and psychological trust will be critical to providing accurate information.</li><li>A centre of excellence for project management knowledge to support decision making. Knowledge of project management best practice and tools, and an understanding of lean will be important. Success will be possible if the project can remain focusssed on customer value, even if this evolves from what it looks like today.&nbsp;</li><li>A driving force for proactive and effective project management and leadership. To facilitate the management of project performance, projects need to be proactive. This means a strong knowledge and responsibility for reporting on leading and lagging indicators.</li></ul><p>&nbsp;</p><p>Project controls is a key technical function to deliver our project success criteria and ultimately the benefits back to the business. How this is led and delivered is just as essential as what is delivered. We believe it requires transparency on the results, great knowledge or experience to draw upon, and a mindset focussed on predicting and improving in the future.&nbsp;</p><p>&nbsp;</p><p>&nbsp;</p><p><strong>ACCOUNTABILITIES&nbsp;</strong></p><p>These are the areas of the project where the PCL will have ownership, including of the consequences, no matter how, where or who undertakes the work or tasks.&nbsp;</p><p>&nbsp;</p><ul><li>Project controls reporting</li><li>The overall project “Way of Working”, including meetings, adherence to standards and APMT process</li><li>Consolidation and adherence (by the project) to:<ul><li>Project controls tools, including Primavera P6 planning and scheduling, WBS structures, and Advanced Work Packaging (AWP)</li><li>Project Execution Plan (PEP), including project management plans,&nbsp;planning and scheduling methodologies in Primavera P6, WBS alignment, and Advanced Work Packaging (AWP)</li><li>Leadership of project controls function (including, if necessary, team leadership), including performing of planning and scheduling activities in Primavera P6, WBS management, and Advanced Work Packaging (AWP)</li></ul></li></ul><p>&nbsp;</p><p>&nbsp;</p></td></tr></tbody></table></figure>

<p>The Fire Shift Leader is the "First Responder" lead, responsible for the immediate execution of fire and rescue services during a specific shift. This role focuses on real-time readiness and team supervision, ensuring that the crew, vehicles, and equipment are prepared to respond within target times. The Shift Leader bridges the gap between the Fire Chief’s operational plans and the physical performance of the firefighters on the ground</p><p><strong>Requirements</strong></p><p>2. Key Responsibilities </p><p>Frontline Incident Command</p><p> • Initial Response: Take command of the scene as the Initial Incident Commander until relieved by a more senior the Fire Chief. </p><p>• Tactical Deployment: Direct the shift crew in fire suppression, search and rescue according to established Standard Operating Procedures (SOPs). </p><p>• Radio Communications: Manage all emergency communications between the incident site and the control room/dispatch. Shift Readiness &amp; Inspections </p><p>• Daily Handover: Conduct shift handovers to ensure all ongoing issues, faulty equipment, or site hazards are communicated to the incoming crew. </p><p>• Apparatus Checks: Supervise the handover check of fire engines, pumps, and specialized tools, reporting any defects immediately to the Fire Chief. </p><p>• PPM Execution: Oversee the shift’s participation in Planned Preventative Maintenance (PPM) for onsite fire hydrants, extinguishers, and hose reels. Crew Supervision &amp; On-the-Job Training </p><p>• Drill Instruction: Lead daily "toolbox talks" and practical mini drills (e.g., ladder pitches, hose runs, SCBA donning) to keep skills sharp between major training sessions. </p><p>• Performance Monitoring: Observe and coach firefighters during daily tasks, ensuring high standards of discipline, turnout time, and PPE compliance. </p><p>• Wellness &amp; Safety: Monitor the physical and mental well-being of the crew during the shift, ensuring hydration and recovery after strenuous activities. Documentation &amp; Reporting </p><p>• Shift Logs: Maintain a detailed Shift Logbook recording all activities, incidents and equipment tests. </p><p>• Incident Reporting: Complete initial "After-Action Reports" for any minor incidents or near-misses occurring during the shift. </p><p>• Inventory Control: Monitor and report on the usage of consumables (foam, &amp; breathing air) to ensure the Fire Chief can maintain stock levels. </p><p>3. Decision Authority </p><p>1. Tactical Decisions. </p><p>• Initial Response: Authority to lead the initial attack on a fire and position vehicles according to standard drill procedures. </p><p>• Immediate Personnel Safety: Authority to order a team to retreat if a life threatening change occurs in the immediate environment. </p><p>• Tactical Response: Choosing the specific firefighting techniques, extinguishing agents, and rescue methods to be used during an active emergency and the case standard scenario. </p><p>• Safety Intervention: Authorized to stop any unsafe act or training exercise on the spot to prevent injury to the crew. </p><p>• Minor Resource Allocation: Authority to request immediate assistance from onsite security or medical teams during a response. </p><p>2. Routine Administrative Decisions. Daily Roll Call: Authority to assign specific tasks (e.g., driver, nozzleman) to the firefighters present during the shift. Routine Inspections: Authority to conduct daily checks on equipment and report deficiencies (without authority to bypass repair protocols). 3. Restrictions (Areas where the Shift Leader has NO authority). NO Financial Authority: Cannot approve any spending or procurement; all requests must go to the Fire Chief. NO Policy Changes: Cannot modify Standard Operating Procedures (SOPs) or safety protocols.</p>