Project: Italuís pipeline punch list solution Period: Jan 2020 - Mar 2020Project: Technical Report - Structure of FTLSA Water Tower Period: Aug 2020

Coordination of Infrastructure Works, such as Earthwork, Paving, Deep Drainage, and Bridges in the City of São Luis, Maranhão.

• Project: Maranhão Cancer Hospital Dr. Tarquínio Lopes Filho Department of Radiotherapy and Brachytherapy - Installation of infrastructure equipment (safety, automation, electrical, fire prevention and combat systems, air conditioning systems, linear accelerator - cancer treatments with radiotherapy), with supply of material and labor for implementation the construction of the new hospital, totaling 966.32 m² of area - Project Client: Ministry of Health.Main activities:- All work was performed in accordance with Concremat Management Standards following the acceptable quality agreement, issue of technical documentation / reports and checklists, KPIs, and the verification "in loco" of services;- Responsible for analyzing and monitoring the weekly activity plans and the physical progress of the works;- Responsible for analyzing the work schedule, Gant chart, critical path, plotting the S curve of the project and comparing what was planned and actually done fortnightly;- Follow-up the productivity of the executing company, demanding the availability of human and material resources necessary for the execution of the works within the expected period;- Controlling and quality assurance of the executed works and materials used in the work, having as reference the executive projects, technical specifications, specifications and pertinent technical standards;- Responsible for analyzing the measurements according to the services performed and verifying the pertinence of requests for additives issued by the Construction Company and issuing a report with justifications and calculation memories;- Prepare a Photographic Record of the execution of services and deviations, if any;- Issue inspection minutes at the beginning and end of the work;- Prepare monthly reports, fortnightly reports and minutes of weekly meetings;- Check and supports to the correct filling of the construction site diary.

• Project: Relocation of Italuis Pipe way – Client: Caema - Environmental Sanitation Company of Maranhão.Relocation of 23 kilometers of Ø 1400 mm corten steel pipe for treated water, supported on concrete pillars; it also includes a metal bridge 130 meters long - crossing the Estreito dos Mosquitos river to support the piping. Main activities:- Responsible for coordinating all activities related to the construction, assembly and commissioning of the pipe way; applying project management practices (IPA, PMI / PMBOK and Lean Thinking), offering service excellence and cost reduction, eliminating waste and meeting planned deadlines;- Supervise all activities on-site and off-site to monitor compliance with construction and work safety standards, coordination and support for construction workers, subcontractors and suppliers; - Budget Management of R $ 124,039,305.66 (Base Date: January 2012), with 2 pipe way contractors (weld), 2 Consortium teams, 1 non-destructive testing contractor, and 2 companies contracted for works civil; Effective: 32 own and 60 third parties; - Responsible for preparing the measurement bulletin; - Responsible for preparing the monthly income statement;- Expediting visits to check the quality of the cathodic protection products for corrosion protection of buried metal pipes: sacrificial anodes, and cables;- Management of contractual documents such as letters, construction site diary, minutes of meeting, reports, and measurement bulletins; - Construction of the risk matrix regarding work safety and the environment, costs and project deadlines;- Welding (electrode-tig - mig) of pipes and supports;- Non-Destructible Tests of welds: penetrating liquid and ultrasound, water tightness test of the pipe way, torqueing of screws on the metal bridge over the Estreito dos Mosquitos river; Conclusion and delivery of the relocation of Italuis pipe way on time meeting the Consortium goal. Pipe way in full operation.

Accumulating two Managers functions (Construction Manager and Project Control Manager).Construction Manager Main activities:- Responsible for managing port infrastructure construction projects from conception to completion;- Supervision of all construction sites to monitor compliance with HSE (Health, Safety and Environment) regulations, ensuring quality standards of works and the use of appropriate techniques;- Ensure that the progress measurement methods of the Works are correctly established to monitor their physical / financial progress;- Approval service measurements of Infrastructure implementation contracts sent by the engineering group;- Participation in weekly meetings, along with the team engineers team and service providers to monitor the physical financial development, reporting on progress and providing solutions to remove restrictions;- Participation in the weekly meetings of the Port's Boards to present the progress of the works and the physical financial schedule, reporting on progress and discussing restrictions; - Monitoring the assemblies of the tenant companies, such as: TEGRAM - with ship loader, and conveyor belt system; - Support to the Port Infrastructure contracts administration team.Main Achievements as Port Infrastructure Implementation Manager:- Successful completion of Work Berço 108 - Offshore Pier for Liquid Bulks. Berth 108 is 38 m by 45 m operation platform made of precast elements, being supported on excavated piles, with 1.0 m in diameter flanked by four mooring dolphins. The mooring dolphins are concrete blocks of 7.0 m x 10.0 m on which front face is constructed with a 6.95 m “lash”, where the fenders and a quick-release cat are fixed;- Interface with Tegram in the implementation of the ship loader, grain conveyors, and storage sheds;- Implementation of the adequacy of the Ponta da Espera Ferryboat Terminal;- Implementation of the adequacy of the Cujupe Ferryboat Terminal.

Project Control Manager (PMO Office)Main activities:- Responsible for the development of the Chart of Accounts for planning and monitoring the implementation of budgets for infrastructure works in line with the needs of the accounting and the company's management software. Alignment that ensured to project the generation of standardized information and sharing, facilitating communication and cost control;- Development of the Project Analytical Structure (WBS), supervising its initial implementation and continuous monitoring using MS Project as an instrument for planning and monitoring the works;- Contracts analysis to ensure compliance, participating in the audit analysis of the engineering contracts;- Management of contractual documents such as letters, construction site diary, minutes of meetings, reports and similar data for the contracts in execution;- Development management strategy, structures and KPIs, quality assurance (QA) activities; and quality control activities of the projects (QC); implementation of the 5 S program, as well as direction, training and performance evaluation of the project control team;- Planning and Control of Construction Costs, Physical-Financial Schedule and S-Curve, Physical Schedule.Main achievements:Successful implementation of PMO Office, acting with leadership and empathy with team members

• Provision of electrical services to Companhia Energética do Maranhão - CEMAR, with 67 commercial activities teams equipped with Fiat Strada vehicles, four (04) BT / MT Network Maintenance teams in a Munck Truck with a double cabin composed of seven electricians, and ten (10) BT / MT Network Construction (Expansion) teams in a Munck Truck with double cab made up of seven electricians totaling 365 employees, in fifty-nine (59) municipalities, including emergency – 24 hours’ duty, with four (04) offices. Main activities:- Operational Activities: Execution of commercial and residential connections - new connections (extensions) of electric energy; Electricity cut in existing commercial and residential customer units when payments are not made;- Provide leadership, direction, development, coaching and performance evaluation and service control methodology to company employees; development and implementation of a methodology to control the goals and continuous improvement of the processes; use the DMAIC phases to establish KPIs (goals) for all processes, A3 Methodology & Kanban tolls - Lean Six-Sigma methodology.- People Management: (4 supervisors, 4 warehouses, 4 planners, 1 buyer, 2 security technicians and 350 electricians - 365 employees). Use of the SAP warehouse system.Main achievements:50% increase in contract revenue by maximizing the productivity of the construction and maintenance teams; all goals established by the client were achieved and bonuses for this merit were received.In 2012 Agrasty Construções Ltda. obtained PROCEM certification demonstrating the company planned and organized management system, certified company in the aspects of:Quality and Productivity;Execution of the largest CAPEX in Cemar's history within the established deadline, receiving bonuses for this goal, and with the largest annual material flow and warehousing in the Client history, managed to maintain the inventory with a variation of 0.035%, within tolerance limits.

ALCOA WORLD ALUMINA BRASIL LTDA. – BAUXITE MINE GREEN FIELD PROJECT• Project: Bauxite Mine Project Conclusion - JURUTI / GREEN FIELD PROJECT - MINE, RAILWAY, ROAD AND PORT.Main activities:- Responsible for the conclusion, commissioning, and ramp up of the workshops and equipments for the Juruti Bauxite Mine; manufacture and assembly of the structure steel of the locomotive and rail cars workshop; transport and assembly of the fine waste pond dredger; mining equipment such as: crushers, vibrating screens, rotary washers, bucket wheel reclaimers, stacker, ship loaders, car dumper, and belt conveyors.- Weekly meetings with contracted companies to monitor the contractual schedule, verifying adherence to the schedule and contractual costs;- Preparation and management of contractual documentation, daily work report, meeting minutes, reports, and contract amendments when applicable;- Prepare contracts' measuments, receiving and controlling the bulletins, cataloging the evidence, miscellaneous documentation, invoices, photographic reports, and quality assurance tests.- Ensure quality services standards and the use of appropriate work techniques, quality, costs, lean production, and apply the Lean Daily Management System (LDMS).- Ensure that contractors complete the Preliminary Risk Analysis (PRA) before starting any new activity, 3 companies with 60 employees.Main achievements:Project completed and delivered on time and within budget. Mine in full production.Engineering assistance in the preparation of reports and other routines of the area.

• Position: Project Control / Contract Administration Engineer • Project: Refinery Expansion Phase 2 (Refinery and Port) – ALREFU#2 – ALCOA – ALUMARIncreased alumina production capacity at Alumar Refinery from 1.5 MTPA to 3.5 MTPA. Project classified by IPA - Independent Project Analysis - as Mega-Project, budget of US $ 2.65 billion. The main scope was the modernization of all existing units (UNIT # 1), construction and assembly unit # 2 (Grinding, digestion, clarification, precipitation and calcination), Cogeneration Unit with two new boilers and generating turbines, a new ship unloader and the expansion of the bauxite handling and storage yard. Main activities:- Contracts administration of EPCM companies’, approval of invoices, preparation and updating of the Human Resources Projection Plan (MPP-MAN POWER PLAN), monitoring of the MPP of EPCM contractors, reducing the workforce whenever possible to maintain the Project within the overhead budget limit;• Preparation and issuance of all purchase and contract requisitions in the Project Control System (APMS-Oracle) for the indirect cost of the project, monitoring the indirect cost budget on site.• Budget management, monthly budget review, preparation and issuance of periodic management reports to shareholders.• Contract Administration - negotiation of contracts and contract measurements for: Tie-Ins, Administrative contracts (indirect costs), contracts for commissioning and startup with suggestion of cost reduction opportunities in several contracts;• Ensure that all rework and OPEX costs are accounted for separately by ALUMAR's controllership;• Interface between the Expansion Project Team, Alumar and EPCM Team;Main achievements:• The project was delivered two months in advance and below the budget. With this expansion, the production of the Alumar refinery plant increased from 1.5 to 3.5 million tons of alumina per year. Total Budget Management of $ 2.65 Billion.

Cost Control for the remaining infrastructure of the JURUTI's Bauxite Mine Project portfolio, being responsible for the cost control and financial monitoring of the portfolio, as well as being responsible for communication between the Engineering and company Controller department (Reports, standards and procedures); data Inputs in the APMS (Oracle) - Alcoa Project Management System. Accountabilities:• Budgetary Control/Forecasting;• Calculating Project Contingency and Contingency Control;• Management Reports;• Monthly cash flow Reports;Results:I was responsible for the financial control and monitoring of the remaining Juruti Project portfolio. Responsible for financial reports and managerial presentations; applying best practices.-> People Management (1 administrator at Sao Paulo Office, and 3 administrators at Site).

Projects Manager: Management, Supervision and Inspection of Construction works. Responsible for material take offs, price estimating, and proposals preparation for Bidding. Planning and executing of work: Construction of Public Areas, Buildings, Roads and Electrical Networks for the State of Maranhão Government Offices.

I was responsible for the relationship with the Ministry of Foreign Affairs through Embassies and Consulates of Brazil in other countries, publishing the State of Maranhão Potentiality.

Responsible for identify, idealized, coordinated, and implemented improvement project across at the infrastructure - earthworks for new roads with asphalt paving and sewage system of the Industrial District - Module I, of São Luís - MA; Improvement of the infrastructure of the Industrial District of Imperatriz - MA; Study of the real situation of the Industrial District of Balsas - MA pointing out the necessary measures to be taken; Survey of conditions of the Industrial District of João Lisboa - Maranhão, Brasil.

Management, Supervision and Inspection of Construction works. Responsible for material take offs, price estimating, and proposals preparation for Bidding. Planning and executing of work for the State of Maranhão Government Offices.

• Maintenance Coordinator: Coordination of engineering and maintenance areas, responsable for the maintenance indicators, coordination of routines and maintenance activities, advising on activities such as planning, and administration of maintenance contracts.• Maintenance Contract Administrator: Responsible for examining, analyzing, negotiating, and revising contracts that involve the purchase of services:-> Support Account Department in administrative duties such as invoicing, daily sheet management, subcontractor management, etc.;-> Aiding Account Department in preparation and maintains files of all new contracts;-> Collect Daily sheets from field, and track the service information for client updates and invoicing for the Account Department;-> Works with Field personnel to create a seamless flow of information to and from Account Department’s;-> Organize and prepares billing documentation, and submits it to Accounting through documents, as well as submits invoices to clients upon request of Account Department.

The group first exercise was to prepare a cash cost of the Refinery and the Smelter. Then a broken down, by section, of either Smelter or Refinery was set up with KPIs to demonstrate the monthly results and targets. As the Smelter Cost Analyst I coordinated and directed financial information that ensured accurated and timely information while developing and maintaining accounting principles, practices and procedures. The responsibilities included general ledger preparation, financial reporting, budgeting, audits, reconciliations, cost accounting, developing and implementing systems for collecting, analyzing, verifying, and reporting. In our monthly operation departments meeting, the superintend presented the DRE (Financial Statement of Income) which was a summary of the company's financial operations over the month period of time to make it clear whether the company has made a profit or loss. The KPI was set so it could be understood by the supervisors. As construction was over, I was transferred from ALCOA ALUMINIO S / A to Consorcio de Alumínio do Maranhão – Alumar on April/86 to perform the position of Cost Analyst Sr.

ALCOA ALUMÍNIO S.A – SMELTER LINE 2 PROJECTResponsible for the fabrication and assembling of the pot rooms bus bars - Smelter Phase II Project. Bars casting using the continuous casting process, in the ingot section. All fabrication processes, cutting, bending, holes drilling and welding. Planning and schedule the casting sequence of the bars in their different sizes. Bus bars assembling in the pot rooms.

ALCOA ALUMÍNIO S.A – REFINERY / SMELTER AND PORT PROJECT / GREEN FIELD PROJECTParticipate on the Alcoa Aluminum/Alumina Production Project - Maranhão - Phase I, since the beginning ,, handling end to end cycle of project. I was trained in the Alcoa project management system, PCS (Oracle system), in Pittsburgh, USA to lead the high complexity projects; guide and train the other departments to use them. I made an interface with the IT department in the structuring of the system and its improvements. I worked with the purchasing and accounting department for data inputs relevant to their assignments.I developed the Chart of accounts - WBS: Work breakdown structure for the project with the project engineering group to input all TIC (Total item cost) into the PCS System. I coordinated of scheduling preparation (S curves) with the engineering in São Paulo. Coordination all the Project Control function covering Cost Estimation and Cost Control, Planning and schedule of work at Site for the Construction of Phase I, (Refinery, Smelter and Port); later on, reporting to the Manager at the site when I was promoted to Costs and Schedule Engineering Supervisor. Develop, implement, monitor, forecast, report and revise the Project Master Schedule and other project schedules (including schedule risk analyses) as the engineering revise the Project Master Schedule and other project schedules (including schedule risk analyses) as the engineering; because of the uncertainty involved in the start phase of the project, the schedule was reviewed regularly, and it was often revised while the project was in progress. It continues to develop as the project moves forward, changes arise, risks come and go, and new risks are identified. Milestone was defined at project start phase. I was responsible for compiling and issuing the Monthly Report for the Facilities Project Team.This project finish before stablished end date and under budget.

Carajas Project (Vale Rio Doce) GREEN FIELD PROJECT Mechanical Engineer responsible for the Preventive and Corrective Mobile Equipment (yellow type) Maintenance Shop during part of the Earth Moving Works for the Vale do Rio Doce Project (at the time – Projeto Carajas).

Load calculations, designs, material take offs, cost composition, and Bids proposals for installation of Central Air Conditioning System.