Luis Fuentes Email & Phone Number

Mississauga, Ontario, Canada

Ogun State, Nigeria

Ewekoro, Ogun, Nigeria

Leading my Team for the Operation of the Cement Plants Ewekoro I & II, according with the Vision, Mission and Values of Lafarge Holcim, in which the Safety and Environment are paramount. Our dream is that our Plant be the number one in all the KPIs in Holcim!

Cairo Governorate, Egypt

Plant Manager FLS to provide service of O&M for our customer Wadi Nile Cement Company (WNCC). WNCC is an Egyptian cement company founded in 2006. FLSmidth has operated and maintained the Wadi el Nile plant since 2011 and its highly motivated team, turns out 2 million tons per year using their FLSmidth- 5.0X80m kiln, ATOX 45, 1 OK 42-4 raw mill and EV 200X200-1-125 crusher. Wadi el Nile has the ISO 9001 and ISO 14001 certifications of quality.

Copenhagen Area, Denmark

Responsible for implementing a world-class performance management and continuous improvement framework in the FLS O&M cement plants. This includes monitoring our day-to-day operations; tracking technical Key Performance Indicators (KPI) for all aspects of the operation: validate Root Cause Analyses (RCA), develop and implement action plans to improve operational results in close coordination with the plant management teams; benchmark our operations internally and against the industry leaders.

Buxton, Derbyshire, Uk

Responsible for the management and continuous improvement of the Optimisation function, ensuring optimum process operation and production of top quality product, to meet market requirements and specifications. Leading 3 Process Engineers, and 2 Control and automation Engineers. We reached the best quality clinker in the history of the plant at the same that we reduce the energy comsuption (SHC & SPC).

South Ferriby, North Lincolnshire, U.K.

Coordinate and lead the operation procedures and re-design the refractory plan, increase the kiln campaign at double. (Savings for more than £0.4 million per year). Improve the organization through targeted promotions, relocation and recruitment of talented people. Collaborate to reach more than 3 years in the Plant without LTI, reducing the amount of risk activities modifying the operation procedures.* Increased the % Alternative Fuel Replacement and the Kiln out TPD performance without compromising quality, environment and safety, leading a team of 65 persons.* Enhanced annual Production Budget of £10.2 million, and for driving compliance with Production, H&S and Alternative Fuels (AF) Budget (75% replacement in 2012).* Led the team trough different OPEX projects to improve the Kiln Efficiency achieving an increase of 10% in 2010 at the same time we surpassed the %AF target as well as improving control of emissions.Leader Task Force 2008Efficiently created and led a team of 8 persons to implement quick changes to improve the Performance of South Ferriby Cement Plant focused in cost reductions, reduce the kiln stops and increase the kiln TPD.* Successfully controlled a team of competent persons to improve the tasked performance.* Focused in cost reductions, reduce the kiln stops and increase the kiln TPD.

Huchapan, Hidalgo Mexico

The Entry Level Operations (ELO) Program was a System to train in a record time High Potential People. 25 Brilliant Graduates from all the Universities and cities of Mexico received and intensive year training program in all the areas and issues of the Cement Plant, to be ready at the end to cover a Coordinator Position. This training gave them a solid technical formation to be the future Operation Leaders.High Potential People Training Manager  2005 – 2007* Executed and implemented of a new training system required for the 15 Mexico cement plants (Budget USD$1 million). Saved USD$0.5 million if we compare with the typical training.* Delivered 25 high training technical people per year, during 2005 to 2007. The ELO was recognized in 2007 with the CEMEX Mexico Innovation Award.

Torreón, Mexico

Torreon Plant has a cement capacity of 1.5 million TPY. It has 3 dry process kilns. During this period major performance objectives were achieved, including the best variable cost in CEMEX Mexico.* Liable for the annual Production Budget of USD$12 million, and for driving compliance with Production, H&S and Environmental regulations, leading a team of 85 persons. Led the team trough different not CAPEX projects to improve the Kiln Efficiency achieving an increase from 86% in 2002 to 92% in 2005.* Increased the level of training and development for all the production personnel. Today 4 of my immediate coordinators are managers. Coordinated and Led different strategies to reduce the variable cost in 2005 we save USD$1 million.

Monterrey, Mexico

Monterrey Plant has a cement capacity of 2 million TPY. It has 4 dry process kilns including 1 white clinker kiln. During this period major challenges were facing the slide crash of chalk quarry and the flooded of the clay quarry.* Instigated total production of our chalk and clay quarries and the inbound of the all raw materials (sand, iron, gypsum and kaolin). Budget USD$4.5 million. Implemented different ways to replace up to 9% of the chalk and clay. Produced savings of USD$0.5 million.* Re-designed and commissioning in record time of 10 months of the chalk quarry after collapsed it was covered for more than 2 million of rocks.

Tamuin, S.L.P., Mexico

* Accountable for the Human Resources of Tamuin and Valles Plants (290 persons), covering the services of H&S, Community matters, Training, Payroll, Selection & Recruitment. (Unionized environment). Member of a Due Diligence team in Sudan to evaluate a Cement Plant.* Reduced staffing and compensation cost by developing hiring and pay programs based on individual development plans, succession plans, and workforce planning and trained internal candidates to fill hard-to-staff positions.

Hidalgo, Nuevo Leon, Mexico

• Accountable for the Human Resources (HR) of Hidalgo Plant (90 persons), covering the HR services

Monterrey, Nuevo Leon, Mexico

* Creatively designed of the interactive training courses (12 courses), and the CEMEX TV project.* Established Training and Development Programs in Monterrey, Hidalgo and Torreon Plants.

Monterrey, Nuevo Leon, Mexico

* Liable for the level of security in all the CEMEX Mexico business. CAPEX Budget USD$1.5 million.* Enhanced all security costs and conducted annual research on risk analysis.

Monterrey, Nuevo Leon, Mexico

• Coordinate the training of 24 High Performance Organization (HPO) internal advisers. • Design and implementing a tool to evaluate and audit the HPO cement plants level.

Tamuin, San Luis Potosi, Mexico

• Coordinate and facilitate the implementation of a High Performance Organization based in the Socio-Technical Model and the Total Quality Control Model in Tamuin Plant. Massive savings in variable and fix cost compared with the years before this change.• Coordinate and facilitate the implementation of a High Performance Organization based in the Arthur D Lite model in Merida Plant, Great savings due the fact that we made the change with our internal resources plus the savings as consequence of the change of system.

Master In Business Administration, Human Resources

Activities and Societies: IMIQ Mexican Institute of Chemical EngineersMasters of Business Administration – Human Resources Universidad.

Bachelor Of Applied Science - Basc, Chemical Engineering, Chemical Engineer