Mohammad Ibrahim

Overseeing and planning all the production targets along with all affiliate and coordinate with marketers and off takers to maximize the profits.

In this capacity, I embraced new approaches to doing business. I was able to significantly improve productivity, business processes, and workflows by taking initiatives and advocating for corporate digitalization. Not only did I increase efficiency, but I also changed the relationship between employees and the organization. I was able to spark both passion and ambition within the company by launching several employee-focused development programs and benefits, instituting a motivational leadership style, and facelifting the working environment. This had a direct impact on employee satisfaction and engagement because it fostered a sense of belonging and ownership while increasing ambition. • Turning around procurement, supply, and facility management by implementing revolutionary vision, strategy, and business processes • Driving digitalization initiatives by introducing SAP Ariba to increase transparency and agility, and enhancing the end-user experience by offering digitized catalog browsing for the first time in the region • Improving employee satisfaction through a variety of initiatives developed with the Corporate Communications Department to create a motivating and engaging work environment Achievements to Date as a General Manager • Largely contributed to the merger between Sahara and SIPCHEM by achieving USD 20M in savings within 6 months exceeding annual savings target • Successfully implemented One SAP as a merger initiative to integrate the systems of both organizations • Developed an optimized ordering and analysis strategy based on thorough evaluation of the existing spare part inventory and stock management approaches, which had a substantial impact on asset management and reduced inventory costs • Spearheaded negotiations with the "Procurement Academy" to develop progression programs and distinct career paths for procurement and material management departments

I was assigned to lead the Intermediates & Utilities Company yet again in order to handle a crisis and resolve recurring production issues caused by outages. In that regard, I hired competent individuals with technical and technological proficiency and skill. We were able to resolve the underlying causes of the problems, break them down, and address them as a team, resulting in over 18 months of uninterrupted production and unprecedented profits. • Selected by the leadership to overcome a crisis at International Acetic Company by resolving production halts and outages that exceeded acceptable onstream factors by almost 25% • Reported onstream differentiation records to senior management after completing 6 months without plant shutdowns • Championed catalyst optimization strategies by revamping technical and dialogue-based agreements with the technology provider, thereby doubling its serviceability periods, and reducing annual costs by USD 8M • Assembled a task force to conduct root-cause analysis and investigate key factors that enhanced overall plant reliability by reducing production interruptions by 27% • Resolved various technical, engineering, and resource allocation issues and enacted a new and improved operational strategy (used to date)

As general manager of Polymers & Utilities, my primary goal was to maximize output and, as a direct consequence, profitability. With this in mind, I was determined to increase business capacity through a variety of means, including developing a failsafe plan to deal with production interruptions, implementing improved recipes, and instituting business development strategies based on market research and analysis to gain market territory. • Directed 3 affiliate plants, oversaw operational and business functions, and achieved a production record, which substantially increased profits • Highlighted and presented various organizational findings at the first meeting of the board of directors 1 week after being appointed • Improved semi-conductor market for SIPCHEM-manufactured raw materials by acquiring new territories

Leading Intermediates & Utilities, I oversaw an organization-wide initiative to turn this company into a profit center. To that end, I improved the organizational structure, business processes, policies, and procedures across four subsidiaries. Furthermore, I established effective inter-departmental relationships, which had a significant impact on operational performance. • Supervised the production and operations of 4 SIPCHEM subsidiaries: International Acetic Acid Company, International Vinyl Company, SIPCHEM Chemical Company, and International Acetic Acid Company • Transformed International Utilities Company through organizational restructuring and redefinition of roles and responsibilities • Developed and implemented a 3-year plan to address performance issues by identifying gaps, adopting international best practices, and switching ethanol suppliers • Significantly improved Ethyl Acetate Plant reliability and operation, resulting in profits for the first time in 5 years

I was chosen to manage the Polybutylene Terephthalate plant after achieving the highest production rates ever in two different SIPCHEM subsidiaries. In this capacity, I assisted in the development of the newly established factory from the ground up. Over the course of two years, I was able to master the art of entrepreneurship and create ripple waves of productivity. • Assembled and trained a highly skilled technical team and successfully launched the plant in less than a year • Manufactured products according to specifications within 2 hours of plant startup and received recognition for 0 safety hazards • Completed a successful plant commission with the support of ThyssenKrupp Uhde