George Fernandes Email & Phone Number

Belo Horizonte, Mg, Br

Belo Horizonte

• Consulting and guidance in industrial processes.• Management of companies in all the process : Comercial, Logístic, Industrial, Health & Safety, Environment, HR, finance (cash flow) and ADM services. • Evaluation of the productivity of field employees.• Training plan preparation and development for employees.• Definition of actions to EBITDA and optimization processes.• Evaluation of the maintenance system and suggestions for improvements.• Implementation of maintenance systems (planning, scheduling, KPI's and costs).• Training in health and safety, maintenance planning and technical and economic management of the business.

Belo Horizonte E Região, Brasil

Reported to the Industrial Director, responsible for the optimization and productivity project(Wrench Time),achieving savings of c.US$ 5 million / year by optimizing headcount, revising internal processes and assessing training needs, supporting the industrial department to suppress 140 positions (15% of total headcount). • Prior analysis of units regarding operational KPIs and total headcount(own and outsourced).• Sample examination of units and staff productivity using the DILO – Day in the Life of... methodology to assess the time spent on daily tasks.• Analyzed the maintenance management cycle, with a focus on planning interventions and KPIs.• Evaluated the company’s own and outsourced labor structure, benefits and overtime.• Submitted proposals for cost reduction, process improvement and training needs.• Analyzed the cost of outsourced services versus internal labor costs, and their impact on EBITDA and employee engagement in terms of Health, Safety and Absenteeism.

Belo Horizonte E Região, Brasil

Reported to the Operations Director, responsible for the management of maintenance, including processes and costs, allocation of mixer trucks and the performance of operational units. • Prepared the area’s Budget and CAPEX in order to sustain operations. • Achieved savings of c. US$ 800 thousand / year by revising contracts for maintenance, concrete pumps and mixer truck rental. • Automatedthree plants to improve the control of operations and qualityof concrete.• Decommissioned 13 concrete plants, and transportfrom the Northeastto the Southeast regions.

Recife E Região, Brasil

Reported to the Operations Director, responsible for the management of seven concrete plants in the Northeast, in the states of Pernambuco, Rio Grande do Norte and Paraíba, with a team of 188 and annual revenues of US$ 16 million. • Reorganized the areas of Health and Safety, Technology Control, Maintenance and Fleet Control.• Set up concrete production plants onwork sites supporting the construction of wind generator towers in the state of Rio Grande do Norte.• Decommissioned plants with low productivity and/or results.• Held meetings with clients to structure services (search for excellence).

Cocalzinho De Goiás

Reported to the Industrial Director, in charge of managing the plant, including the areas of Production, Maintenance, Processes, Quality Control, Health and Safety, HR, Controllership and General Administration, with a team of 300 and annual revenues of US$ 40 million. • Increased the production of the Goiás unit from120,000 tonscement/yearto 400,000 tonscement/year, with a nominal capacity of420,000 tons cement/year. • Increased the production of the Minas Gerais unit from225,000 tons cement/year to 420,000 tons cement/year, with a nominal capacity of 440,000 tons cement/year. • Rigorous management of industrial costs (fixed and variable), resulting in savings of US$ 2.5 million/year. • Preparation ofthe unit’s Budget and CAPEX to sustain operations and EBITDA. • Implemented investments (CAPEX), to improve operations and EVA, PAYBACK.• Implemented a prevention culture in the Health and Safety areas. • Solved serious environmental problems related to the communities in which the plants operated.• Implemented succession and career plans for leaders and unit operations teams. • Responsible for Trade Union relations and negotiations. • Implemented a preventive and predictive maintenance system, with strong emphasis on planning.

Arcos E Região, Brasil

Reported to the General Plant Manager, responsible for the administration and plant controller. • Prepared and managed the unit’s Budget and CAPEX.• Studies and implementation of cost reduction actions, resulting in annual savings ofUS$ 1.5 million.• Organization and management of self-managing teams.• Reduction of inventory by20%, resulting in a US$ 1 million reduction in working capital.• Revision of mining contracts, reducing annual costs byUS$ 0.5 million and improving services.

Rio De Janeiro E Região, Brasil

Reported to the General Supply Manager, responsible for the management of corporate contracts, procurement of large equipment(CAPEX), operational coordination of buyers, supervision of supply in the concrete and aggregates division. Annual savings of US$ 7million.

Uberaba E Região, Brasil

Reported to the General Plant Manager, responsible for the preparation and management of the budget, CAPEX and studies to reduce operational costs. Annual savings of US$ 1 million.

Belo Horizonte E Região, Brasil

Reported to the Administrative and Financial Manager, executing activities in controllership, auditing, general accounting, cost accounting, credit and billing, finance/treasury and general services.

Master Of Business Administration - Mba, Gestão Empresarial

Postgraduate Diploma In Production Engineering

Mba In Corporate Management, Business Management

Graduate Degree In Accounting, Accounting

Pós-Graduação Lato Sensu - Especialização, Engenharia De Produção

Master Of Business Administration - Mba, Business/Managerial Economics

Activities and Societies: Muitos debates e reflexões em grupo, que contribuíram para ampliar minha visão de negócio.Curso que engloba.