Aasem Jamjoom

Manager of Corporate planning, performance management, business planning and strategy. Also manager of Enterprise Risk and Board secretary.

Managed key strategic projects such as the following; digitalization and enhancement of the performance management reports to produce real-time management reports including mass balance, sales and financials.

Managing the current company project to improve our Operational excellence within all departments.

Updating Corporate risks and incorporating the mitigation plans in the overall Business plan.

Facilitating the Business transformation process to enhance corporate revenue by implementing growth initiatives and reduce overall expenses.

Managed the Solomon Base oil refinery benchmarking study every two years.

Finally, carrying out the function of board secretary for all the board meetings and committees and following up on the action items.

Supervise the 3-year annual company business plan and operating plan and budget. Also prepare the long term business plan.

Update company plan strategy, objectives, and initiatives. Compile business data related to revenue, sales, operating expenses, and capital expenses to develop 3-year plan. Manage monthly, quarterly, and annual business performance reports.

Coordinate long term strategic planning 10-years, and update company strategies.

Selected Achievements:
Changed Department work environment from business reports based on MS Excel sheets and complicated macro's to robust ERP system reports for improved accuracy and ease of use.

Key player and facilitator in Solomon Lube Refinery data benchmarking study executed in 2002, 2006, and 2010 identifying areas of strength and weak performance in comparison to refinery peers.

Key Responsibilities:
Preparation of the turnaround master schedule in primavera
P5 software.

Supervise 5 planners to prepare plan as per job cards.

Establish the work breakdown structure, resource codes and activity codes. Linking of activities and fixing start & finish milestones.

Preparation of required progress reports, critical path, S-cuves and resource profiles.

Preparation of service contracts related to piping, valves, refractory & painting.

Achievements:
Built a master turnaround schedule in primavera P5 with 12, 000 activities, complete with assigned resources and defined layouts for different reports.

Total manhours of project 250, 000 mhrs and total cost $ 8.0 million.

Key Resonsibilities
Preparation of turnaround work list and job cards.
Preparation of scope of work for all turnaround service contracts and creation of RFQ's.
Bid analysis of bids.
Preparation of master schedule in Primavera project management software versions P3.1.

Achievements
Prepared job cards for all static equipment such as drums, towers, heat exchangers and heaters based on inspection report findings and operation work requests.

Prepared the service contracts for major turnaround works such as Mechanical works, PSV's & Valves and Piping works and analyzed the bids.

Supervised 5 planners in creating a master schedule in Primavera P3.1 for the complete refinery turnaround with 10, 543 activity line items.

The turnaround cost was $11.0 million and the total manhours was 581, 00 mhrs.

Responsibilities:
Supervision of all Operation Department activities to ensure required production and quality in a safe manner. Coordination with other Departments such as Maintenance to discuss work requests and plan all work schedule.

Key Activities
To improve the analysis of process data I have initiated a project to connect our digital multi-trend recorders to our intra-net network.

Key Responsibilities:
Planning, scheduling and budget control of all maintenance works and projects. Prepared monthly reports and data analysis.

Achievements:
I was in charge of implementing a new maintenance management software called MAXIMO. Customized MAXIMO reports for equipment maintenance costs and reliability.

These Maximo reports were very useful in pinpointing exactly what equipments were having high maintenance costs and what spare items were being replaced.

With this useful maintenance data we upgraded the mechanical seals of selected pumps and greatly reduced costs and improved reliability.

In 2002 I was assigned in the Soloman Performance Analysis Data gathering team. I was responsible of submitting the Maintenance and Human resources data of Luberef.

Also I was in charge of the planning team for the May 2001 total refinery turnaround. This was a $4.3 million project that required 200, 000 man-hours, over 10 contractors and 35 days to complete.

Key Responsibilities
Supervision of product quality and yield and perform
any required process changes. I worked in all the refinery units such as Vacuum Distillation, Propane De-Asphalting, Furfural Extraction, MEK Dewaxing and Utilities.

Key Achievements
Studied and supervised a number of equipment upgrades regarding different pumps.

Closely monitored water treatment program of cooling water and reduced corrosion and pitting in the system.