Fabio Cesconetto Email & Phone Number

Ho Chi Minh City, Vietnam

Responsible for the Manufacturing area of INSEE Cement with 5 plants distributed in the South Region in Vietnam. Direct leadership of 10 employees with around 450 direct employees. • Implemented Performance Turnaround plan with focus on Safety, Environment, Client Service, Engagement, and Industrial Performance.• Increased the alternative fuel valorization reaching records of fossil fuel substitution with an evolution of 42 %.• Leading the implementation of a new brown field kiln line and licensing process with state-of-the-art technology.• Reduction of Cement Clinker Factor and product portfolio evaluation

Carajas, Para, Brazil

Responsible for the management of the North Hub Copper at VALE.

Recife Area, Brazil

Responsible for the Northeast Region, reporting to Brazil´s Operation Director, in charge of 7 plants distributed in 5 states (Sergipe, Pernambuco, Ceará, Maranhão e Pará). Direct leadership of 20 employees with around 950 direct employees distributed in 3 integrated plants with a total 6 kilns, 3 grinding plants and one Gypsum mine. Beyond the Industrial area, also had dotted line responsibilities with Commercial and Logistics.• Developed and implemented a Recovery Performance plan related to Safety, Environment, Compliance and Industrial KPI´s aligned with short and long-term goals as well as Global Policies. Achieved a cost reduction of more than 7 % and eliminated the high severity industrial accidents. (8 to 0 accidents)• Promoted the team building process to develop the Regional cultural identity increasing the areas integration (Industrial, Finance, Commercial and Logistics) with an improvement in the Climate Survey of more than 7 p.p.• Development of new products to fulfill new client’s specific demands with better performance products and to reduce the CO2 footprint. • Increased the alternative fuel valorization reaching records of fossil fuel substitution with an evolution from 5 to 22 %.• Coordinated and implemented one kiln revamping with new cooler, crusher, kiln feed bag house, cooler ESP refurbishment, raw mill new gear box with a Capex of approximately US$20 million.

Madrid, Spain

Responsible for the operational and managerial support of 20 plants located in Spain, Turkey, India, China, Morocco and Tunisia, reporting to the regional COO with approximately 1100 direct employees.• Focused at the implementation and unification of an industrial management system coupled with 4.0 digitalization developing three years plan to improve the industrial KPI´s to class A level.• Achievement of cost reductions around 10 % with investments in cogeneration, usage of new fuel types, introduction of alternative fuels valorization and decreasing maintenance expenditure.• Achieved a 30 % Capex cost reduction at the Morocco plant Cooler Revamping by developing alternative suppliers and delivering a reliability improvement with the elimination of biggest plant problem.• At the Tunisia plant developed and certified with API (American Petroleum Institute) an oil well cement increasing the portfolio and improving margins.

Shanghai

Reporting to the country CEO responsible for the industrial management of 5 cement plants in China. Direct leadership of 10 employees and indirect 480 employees distributed in 3 integrated plants with 4 kilns and 2 grinding stations. I have taken over the position after the asset acquisition and organized the operational model, re structured the Industrial area regarding organogram, evaluated the plants profitability and changed the product distribution and worked on contracting the local team to replace the expats.

Brazil, Southeast Region

Responsible for the Southeast region, reporting to Brazil´s Operation Director, in charge of 6 plants located in São Paulo and Rio de Janeiro. Direct leadership of 12 employees and indirect 800 employees distributed in 3 integrated plants with 7 kilns and 3 grinding stations. Recuperation of the industrial process with maintenance focus, production and organogram revision that delivered performance improvements and reduction of contingency costs due to lack of product.  Developed a new product and market in the Rio de Janeiro state to absorb new technology of a green field investment that resulted in operational and logistics cost reduction. Managed 2 kilns retrofits to eliminate bottlenecks and critical risks (US$25 million). Participated and commissioned a brownfield line ( Capex US$100 million).

Bowmanville Canada

Bowmanville plant industrial manager in Canada with a production capacity of 1.8 million tons of cement/year. Direct leadership of 10 employees and indirect 120 employees. Achieved a maintenance cost reduction of 20 % developing alternative suppliers, improving the maintenance system with special focus on the shutdown planning and applying RCM concepts.  Created a multicultural high-performance team achieving record results in safety, performance and production volume. Introduced a new heavy machine supplier at the quarry that was the first in the region. This initiative resulted in Capex savings of US$ 0,7 million, performance improvements and maintenance cost reduction.

Bowmanville Canada

Bowmanville plant production manager with a production capacity of 1.8 million tons of cement/year. Conducted the kiln fuel change achieving a cost reduction of approximately 15 % with Capex improvements new operational procedures.

Aracaju, Brazil

Laranjeiras Plant Production Manager with a production capacity of 3,0 million tonnes/year.Developed a new calcined raw material to improve the plant reserves and reduce cost.

Caaporã, Brazil

Caapora Plant Production Manager with a production capacity of 1,4 million tonnes/year.Conducted the kiln fuel change with a cost reduction of 15 % and by using 6 sigma methods achieved the kiln rated capacity after the revamping perfomed 2 years before.

Curitiba Brazil

Process Engineer responsible for the steam generation and water treatment at the Urea and Ammonia plant.

Rio Branco Do Sul, Brazil

Support at the kiln fuel change process with a cost reduction of 15 %.

Executive Training Program

Industrial Management Post Graduation, Management

Chemical Engineering