عايض التوم

a. Lead risk management team across the organization to launch ERM program and contribute in building the ERM infrastructure elements such as policy, process, framework and the system tool.
b. Lead and coach risk management teams across the organization sectors.
c. Monitor the continuing relevance and implementation of Management Committee level risk mitigation plans.
d. Track the implementation of sector risk mitigation plans
e. Monitor the implementation of information security, safety & security mitigation plans
f. Report to risk management committee and internal auditors on STC risk management activities
g. Manage the implementation of enterprise wide risk management capability plan
h. Develop STC ERM and ESS strategies.
i. Lead the implementation of automating risk management processes based on ISO 31000.
j. Lead the development of risk studies to cover, but not limited to, customer experience, revenue, market share and broadband strategies

organizational and business requirements.
b. Plan and lead the development, benchmarking and update of Process management and Improvement methodologies and tools
c. Lead ongoing business process simulation studies for improved processes to validate change feasibility and ensure effectiveness prior to implementation
d. Lead the implementation of STC-wide process improvement program
Ensure organizational orientation toward business improvement and continuous business processes alignment with corporate goals/strategies
e. Establish Business Process Improvement (BPI) teams to evaluate process improvement initiatives or tackle a particular problem on a project basis. This is done across all STC business units, functional departments and divisions
f. Conduct root causes analysis and identify problem areas
g. Develop, prioritize and recommend solutions, and perform business process reengineering where needed
h. Develop process improvement implementation plan
i. Monitor and report progress of business improvement and capture the essential learning
j. Certified as six sigma Green belt from Motorola university
k. Participate as a member in a team who assessed Natrindo Telepon Seluler (STC investment in Indonesia) as corporate core representative.
l. A member in King Abdulaziz Quality Award preparation team.

a. Leading the acceptance & production in mapping STC processes project according to enhanced Telecom Operation Map (eTOM).
b. Responsible for Quality Assurance, acceptance, Translation, Time delivery, Numbering and Archiving for the same project.
c. Coordinate documenting STC policies & processes in four main sectors.
d. Lead the launch of Process Improvement Program across STC.
e. Lead the enhancement of several projects; internal mail, Customer care enhancement for fixed line and mobile services, and recruitment processes.
f. A member in Corporate Core Strategic Planning team.

a. Develop maintenance systems and re-design the whole processes in maintenance center.
b. Develop technicians skills through systematic approach (Rotating and clear job description).
c. Increase the production rate by 35% with the same crew compared to the previous year.
d. Decrease the manufacture cost by 25% compared to the previous year.
e. Received an award for those achievement within the first six months in this job.

2001- P&G
Production Line Manager
 Managed and started up shampoo sachet new department from A-Z.
 Increased process reliability from 85% to 90%.
 Reduced the level of Out Of Limit product to meet the company’s goals.
 Manage the Manufacturing Expenses (ME) and Total Manufacturing Cost (TMC) of the shampoo sachet department.
 Zero safety incidents.
 Responsible for 7 technicians working and development plans.
2000-2001 P&G
Start up Manager
 Leading the Start up of new shampoo packing line consisting of 10 equipments from different vendors.
 Leading the start up of new product line up in two different lines for two different sizes.
 Started up an existing line after upgrading the existing shampoo packing building.
1998-2000 P&G
Shampoo Packing and Bottle making process engineer
 Shampoo bottle making process engineer managed to reduce number of defected bottles 15000 ppm to less than 1000 ppm in six months.
 An additional responsibility added which is the process engineer of the shampoo packing.

1998-2001 P&G
Integrated Working System (IWS)
 Leader of Autonomous Maintenance (AM) in liquid groups. .
 Leader of Focused Improvement (FI) in liquid groups.
 Member in the AM and FI plant leadership team.
 Participate in the loss analysis of the plant and worked through IWS to get back the recoverable losses.

1997 KFUPM
Trainee in Reach institute in King Fahad University of Petroleum & Minerals
 Synthesis and characterization of polyolefins using metallocene catalysis.

Translator
 Work as an interpreter in the emergency room, orthopedic, surgical and internal medicine departments.