Walmir Pereira

Experience

• 

  Samarco

  May 1992 - Sept 2010

  Reporting to the General Manager of Operations, responsible for the areas of research and exploration, as well as the operating and mine planning departments and the management of tailings dams from the bebeficiation plants. Team of 300 professionals (department heads, supervisors, engineers, geologists, analysts, technicians and operators).• Increase in 90% of the mineable reserves (from 2006 to 2010, through the updating of surveys, geological models and re-estimation of reserves with the establishment of new cut-off grade and mining sequencing policies).• Increased percentage of ore transported by conveyor belts by up to 70% of the total, resulting in a 20% reduction in the operating costs of the mining phase and a reduced fleet of off-road trucks.• Increase in the size of the fleet in the mines of the southern portion of the complex, contributing to a reduction of the operational manpower and of the likelihood of accidents with trucks. Show less Reporting to the Mining Manager, responsible for the management of mineral exploration, geological modelling, estimation of mineral resources and reserves, short, medium and long-term mine planning, mine operation and infrastructure and management of production shifts to guarantee the annual production of 24 million tonnes of product. Team of 260 professionals (supervisors, engineers, geologists, analysts, technicians and operators).• Implementation of a new methodological approach for estimating mineral resources and reserves, which resulted in the standardisation of the steps of the corresponding procedures.• Update of the health, safety and environment management system in the area of mine operation.• Mineralogical KPI deployment in the control of mine quality, in addition to chemical and granulometric parameters of geological models, which resulted in improved predictability of ore behaviour in the subsequent process of pelletising.• Inclusion of geometallurgy parameters in the estimation of mineral resources, which resulted in the re-adaptation of the mineral technology typology in the geological models. Show less Reporting to the Head of Department, acting on the supervision of exploratory drilling and in the areas of quality control, short and medium-term planning, resource evaluation and calculation of iron ore reserves (geostatistics), long-term mine planning (optimisation of final pits, reserve projects, mining sequencing and dimensioning of mobile mining equipment). • Coordination of the mine planning automation project, which resulted in the implementation of the use of specialist mining software and the elimination of some manual tasks, with an increase in labour productivity.• Implementation of daily mining programming worksheet, to guide the blending of ore in the mine operation.• Technical representation of the reserves and mine planning areas, within the process of due diligence which defined the current shareholding structure of Samarco. Show less

  • Mining Manager : Jan / 2006 to Sep / 2010

    Jan 2006 - Sept 2010

  • Head of the Mine Planning and Operation Departments : Jan / 2002 to Dec / 2005

    Jan 2002 - Dec 2005

  • Mining Engineer : Jun / 1992 to Dec / 2001

    May 1992 - Dec 2001
• 

  Vale

  Oct 2010 - Feb 2020

  Technical support in the production ramp-up of 90 million tons/year at the S11D- Pará complex. • Coordination of a team of 59 professionals, including engineers, geologists and technicians, and implementation of specific mine planning methodologies for combining semi-continuous (belt system) and conventional mining to increase efficiency and reduce costs. • Creation of optimized mining plans that integrated technical and environmental solutions. • Development and implementation of simulation tools to improve the predictability of operational scenarios.• Technical support in the production ramp-up of 90 million tons/year at the S11D- Pará complex. • Coordination of a team of 59 professionals, including engineers, geologists and technicians, and implementation of specific mine planning methodologies for combining semi-continuous (belt system) and conventional mining to increase efficiency and reduce costs. • Creation of optimized mining plans that integrated technical and environmental solutions. • Development and implementation of simulation tools to improve the predictability of operational scenarios.Skills: Team leadership · Team integration activities · Teamwork Show less Reporting to the Executive Manager of Programming and Management of the Southern Ferrous System, responsible for short-term planning, engineering / process laboratory and management of the development of internal optimization projects and industrial performance improvements for three operating iron complexes, with an annual production of 80 million tons (11 mines and 14 mills). Team of 28 professionals (engineers, geologists, analysts and technicians).• Elaboration of sustainable mining sequencing scenarios, one of them restrictive (independent of environmental licenses and any external issues) and others with premises of projected dates of licensing, which allowed to determine the robustness of the operational life and the economic margin contrast , comparatively; • Implementation of the Mine Phase Analysis and Process Center, which improved the operational performance of the load and haul fleets; • Implementation of the process laboratory . Show less Reporting to the Executive Manager of Mine Planning and Geology, with matrix support of the production of 300 million tonnes in the iron and manganese mines in Brazil.Responsible for estimating and updating of the the iron and manganese mineral reserves, long-term planning for 27 mines, development support for 9 projects for new and existing mineral resources, managing the development of over 40 internal projects and addressing the operational areas in mine planning. Team of 34 people (engineers, technicians, and analysts).• Elaboration, in 2016, of 12 "green" mining sequencing alternatives (reduction or elimination of waste and tailings disposal structures), projecting a future cumulative avoided cost of US $ 1.5 billion, over the mine life• Completion, in 2016, of 30 improvement projects of an internal routine management panel of delivering projects, to support the operational areas. • Review of 34 ore reserves in 2015, with the intention of maximising the economic gross margin, which resulted in the reduction of approximately 20% of all waste material. • Replacement in 2015 of 276 million tonnes of mineral reserves mined in 2014, through re-estimation of reserves from the updates of the corresponding geological models and confirmation of the inclusion of 304 million tonnes of iron ore reserves by applying the updated environmental constraints. Show less Reporting to the Director of Planning and Development of Ferrous Materials, with matrix support of the iron operations in Brazil. Responsible for geological modelling, geostatistical estimates and long-term planning of the company's entire iron mines system. Regulatory action in relation to technical planning policies and indicators, as well as advisory, training and interface with operational planning areas. Team of 67 professionals (managers, specialists, engineers, geologists and analysts).• Development and implementation of the "Optimal Use of Mine Pits" project, as a mitigating plan of the current environmental licensing constraints and commodities market uncertainties, which resulted in the projection of an increased cash flow of up to US$5 billion, in relation to the original strategic planning.• Increase in 2014 of 1.4 billion tonnes in the mass of mineral resources, and an additional 830 million tonnes of ore reserves, by updating the geological models and surveys databases. • Development of the optimal exploration bore holes research grid methodology, for rationalisation of the exploratory drilling (saving costs of up to 50% in long-term drilling and up to 80% in the short-term, projecting an avoided cost of US$500 million in 10 years).• Increased productivity of the reserve estimates process - reduction of workflow from 128 days to 85 days. Show less Reporting to the Director of Ferrous Southern System Operations, responsible for short and long-term mine planning, geotechnics, hydrogeology and process engineering of three operating iron complexes with a production of 76 million tonnes. Team of 250 professionals (managers, specialists, engineers, geologists, analysts and technicians).• Development and implementation of the "Identity of General Management" project, which resulted in the generation of a new management system, restructuring of departments in terms of leadership, teams, scope, roles, responsibilities, services and interfaces, with subsequent increase in team capacity and productivity.• Reduction of the frequency rate of personal accidents from 6 (2010) to 2 (2012), in incidents per 1 million man-hours worked;• Increase, from 2010 to 2012, of more than 200% in the number of records of safety deviations, from the use of proactive tools, helping to reduce the likelihood of accidents.• Implementation of a mine sequencing methodology, taking into account the balance between risk of ore availability and the operating costs of the mining phase, resulting in greater independence in relation to delays in obtaining environmental permits and projecting future reduction of operating costs. 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  • Mine Planning and Process Development Manager

    Feb 2018 - Feb 2020

  • Manager of Short-term Planning and Process Engineering of the Southern System

    Dec 2016 - Jan 2018

  • Manager of Mineral Reserves and Long Term Ferrous Mine Planning

    Apr 2015 - Nov 2016

  • General Manager of Ferrous Mineral Resources and Ore Reserves: Sep / 2013 to Apr / 2015

    Sept 2013 - Apr 2015

  • General Manager of Planning and Development : Oct / 2010 to Aug / 2013

    Oct 2010 - Aug 2013
• 

  J.Mendes

  Jun 2020 - now

  INTEGRATED PLANNING AND NEW BUSINESS MANAGER

  • Leadership in the preparation and execution of the Mining Master Plan, ensuring that short, medium and long-term projections are aligned with the company's strategic and operational objectives.• Development and implementation of evaluation flows and multidisciplinary technical rankings of mining assets, tools that standardized and optimized the analysis time of mining asset offers, contributing to increasing the assertiveness of strategic business model selection decisions.• Management of a portfolio of 56 mining asset projects, coordinating the ongoing evaluation of 20 assets (own and external), with the potential to diversify the company's portfolio.• Technical support and contribution to strategic negotiations, highlighting the renegotiation and consolidation of partnerships for the development of Vale's Mining Rights, consisting of projects with diversified business models, through detailed technical-economic analyzes and interactions with multiple stakeholders. These initiatives project future gains in profitability and operational efficiency. Show less