Ernesto Dioguardi

The project covers the first phase of the works for the Recursos Norte Project (8 km of tunnels and Civil Works) for the underground development of the El Teniente copper mine.

In reorganization of the company, I was confirmed as Project Manager of the Underground Chuquicamata (PMCHS) project, giving the power to sign documents and contracts, as well as participation in tenders and other businesses. During this time the successful term of two contracts, an extension of the contract, has been negotiated additional and extraordinary with Codelco, both in Projects and Operations (Division), in addition to participating in 3 tenders of large Codelco projects for the PMCHS, all with internal teams and general Headquarters support. Responsible for implementing PMO and management control, in the largest Astaldi project in Chile, which is a set of large mining projects, which are mainly tunnels for PMCHS of Codelco. I led the implementation of an integrated management system with Codelco, reporting to the Contract Administrator and functionally to the Head Office (Rome, Italy), by project’s indicators (KPI) of term, scope and cost (EVM analysis), with some operational indicators like assets, stocks, productivity and others. Information flow for decision making was identified into the management system. Active Support for auditing in various areas is one of the axes of my work (both technical and financial), at different levels of detail, in IAS or IFRS. I have also developed, together with the users, SWOT and Risk Analysis to support the business development, as well as new business (projects) that have emerged over time. Among my main achievements, together with my team, was to reverse the losses of previous projects and transform them into profits for the company. On the other hand, an asset control was created, which allowed for the reduction of operating costs,reduction of inventories, productivity improvements. Finally, the previous description paid off, with new jobs commissioned by Codelco.

I was Project Controls Manager of road and rail infrastructure projects. Of a railway project of 360 MEuros, where I was responsible for the budget, cost control and economic reportability of the company. I had to participate in the tender that was made of the 3rd bridge over the Orinoco River, the largest in Venezuela, for an amount of 700 MEuros, mainly due to the experience gain in this bridge project. As Project Manager, of several railway projects for 1.200 MEuros, managing three projects integrally, assuming a role of "general manager” from a formal request from the client. As Country Project Control Manager, I participated in three major EPC projects with national and international partners, and I had to interact with them. The main management achievement was the creation of the budget, planning, cost control and term, as well as financial reports. In general, I had a relationship with government authorities in Venezuela to assure a good relationship of company. Among my main achievements, was to implement the BaaN system (ERP) throughout Venezuela. On the other hand, the Start up (commissioning) of railroad in Venezuela for 100 km. Also, I made a negotiation of contract closure of Los Llanos Project. At the end, I achieved that maintenance job was awarded by government for 60 million euros, due to excellent people relationship and with the last projects that Astaldi had been done.

Working in Air One, I created a company called “Air One Technique”, which was controlled by his parent company. He participated in the operation’s management, focused on the aircraft maintenance which implies a huge challenge, considering the regulations of the aeronautical industry worldwide. I had training in all the aeronautical rules of Europe, knowing the whole business. Career development in maintenance, from the base to the maintenance manager. During the time he was in this company, the aircraft fleet grew at an accelerated rate, with some years of 350%. With the above, it had to ensure the information flows, to give continuity to the integration of the management of the company's assets, guaranteeing the business-oriented technical support.