Rafael Combat

Brazilian corporate leader for the gold operations (former Equinox Gold Brazil Operations) on designing, implementing, and the governance of the Operational Excellence program across all four mining operations and corporate departments as per the innovation and technology improvements across the company. The program integrates Daily Management, Continuous Improvement (Lean Six Sigma, Agile, Design Thinking), and Strategy Deployment using Hoshin Kanri. Key Achievements: • Key contribution for the award of Best Global Optimization Program from Kaizen Institute North America, being responsible for over 75% of total company financial impact and most of the operational excellence procedures development, such as Hoshin Kanri, Continuous Improvement Portfolio Management and others. • Conducted economic and strategic evaluations for major engineering and operational projects, including desliming systems, fleet acquisitions, and conveyor vs. truck haulage cost modeling. • Spearheaded the implementation of the corporate Dispatch System and created the Operations Intelligence Center to enhance decision-making and performance visibility. • Developed and deployed the Gold Reconciliation System, enabling data-driven accuracy through historical data modeling and automated reporting, alongside to other several dashboards controlling and managing all the information flow for the organization. • Responsible for several deep analysis of the processes identifying root causes and hidden problems, heading the organization to save millions of dollars. • Led the implementation of LTE communication systems across mining sites to support automation and digital control of plant and mine operations. • Led the implementation of the strucutural geotechnics maps for all the units in Brazil. • Developed analysis and create a Monte Carlo simulation for all the operation units in Brazil to help to drive improvements and efforts and risk mitigation.

Responsible for Production Logistics - Supply Chain, Control and Maintenance discipline.

Brazilian corporate lead for the design, implementation, and governance of the Operational Excellence program across all four mining operations and corporate departments. The program integrates Daily Management, Continuous Improvement (Lean Six Sigma, Agile, Design Thinking), and Strategy Deployment using Hoshin Kanri. Key Achievements: • Key contribution for the award of Best Global Optimization Program from Kaizen Institute North America, being responsible for over 75% of total company financial impact and most of the operational excellence procedures development, such as Hoshin Kanri, Continuous Improvement Portfolio Management and others. • Conducted economic and strategic evaluations for major engineering and operational projects, including desliming systems, fleet acquisitions, and conveyor vs. truck haulage cost modeling. • Spearheaded the implementation of the corporate Dispatch System and created the Operations Intelligence Center to enhance decision-making and performance visibility. • Developed and deployed the Gold Reconciliation System, enabling data-driven accuracy through historical data modeling and automated reporting, alongside to other several dashboards controlling and managing all the information flow for the organization. • Responsible for several deep analysis of the processes identifying root causes and hidden problems, heading the organization to save millions of dollars. • Led the implementation of LTE communication systems across mining sites to support automation and digital control of plant and mine operations. • Led the implementation of the strucutural geotechnics maps for all the units in Brazil. • Developed analysis and create a Monte Carlo simulation for all the operation units in Brazil to help to drive improvements and efforts and risk mitigation.

Responsible for the Support of the functional teams, having supported Production & Supply, Commercial e Research and development teams, being responsible for the whole set of operational excellence in all Latin America. Mains deliverables: • Key contributor to the carve-out of Syngenta Seeds from Crop Protection unit and subsequent merger with Nidera, being the chief of staff of the Brazil and Paraguay Head. • Supported successful launch of NK brand in Argentina. • Structured the Product Development function and developed customized tools for performance tracking. • Supported the senior leadership team in the strategy deployment and in idea generation exercises • Management System implementation and support for all the organizational levels • Lean Six Sigma Belts Training and Coaching in continuous improvement projects • Support in agile mindset transformation • I Implemented a machine learning model to decide either to treat or not the seeds batch, through statistical analysis and created an artificial intelligence algorithm, eliminating a 5 days waiting time for the labs results, for “in situ” decision making for the production plants. • I’ve supported the creation of the Syngenta Seeds, with focus on Brazil and Paraguay Business Unit, creating and implementing the initial governance models, KPI and dashboards at the merge from the Nidera and Syngenta (USD 400 Mio Business)

Senior consultant in Continuous Improvements projects, leading several trainings, project coaching and leading some projects in clients. • I’ve oriented more than 600 projects in Lean Six Sigma, coached more than 300 belts in renowned companies in Brazil as: Ambev (ABI), Vale, Oi, Usiminas, Fibria, Cargill, Caedu, Grendene, Alcon, Silimed, Odebrecht, Avon. • I’ve developed and implemented continuous improvements projects in mining companies from one end to the other end of the value chain, considering the planning, engineering, logistics, productions, maintenance and quality areas.

Business Partner in consulting company focused in lean six sigma. • I’ve led several Lean Six Sigma projects and I’ve performed several trainings in Samarco in all its units (Mariana/MG e Ubu/ES)

• led the implementation of the Operational Excellence model within the Reasearch and Development team in Latin America, in a global project in a client, from the agribusiness, through the development of continuous improvements projects in 3 experimental stations at Latin America (Chile, Guatemala and Argentina) and in 2 genotyping labs (Chile and Singapore). Projects where consider benchmark ans sucess within the organaztion with compliments for all the board as the best Operation Excellence project, as a compliment for the amazing work done in such a short time in the Singapore lab, after the visit of the CEO where he could compare the labs that had the improvement initiatives and the ones that didn't.

• I’ve Developed and implemented the content of the Quality Tools from the MBA in Quality Management and coordinated the first 3 classes.

Project analysist focused in World Class System, responsible for the standards for the new technologies for the FCA group (Butterfly production line). Responsible for leading and controlling projects within Fiat Factory in Betim/MG. • I’ve participated Pernambuco’s new Jeep factory technology nationalization project, through the training at the headquarters (Torino/Italy), know-ledge transfer and initial process development. • Coordinated the implement of the motor station for the conveyor belt, for the Fiat’s final assembly plant (in Betim/MG) and the office optimization project at this line.

Maintenance engineering responsible within Fiat Plant in Betim/MG. I Lead the area in implementing the WCM’s Professional Maintenance pillar and in becoming a reference relating to planning and maintenance control, including a major plant stoppage. • Coordinated the Fiat suspension plant maintenance stoppage, through the planning, control and execution follow-up, executing more than initially planned, ensuring the production schedule, with no impact to the business, becoming benchmark for the others units in Brazil. • Developed and implemented the best practices for the Professional Maintenance Pillar in WCM (World Class Manufacturing) at the suspension plant, creating maintenance schedules integrated with Quality, Production and Safety, anticipating Fiat group global trends, in six months. • Coordinated the project that maximized the preventive maintenance time, through the failure mappings, improvement in processes and creating managements tools, turning back from the scenario of corrective maintenance from 55% to 30% of the time.

• Implemented the TPM (Total Productive Manufacturing) program, at the Metasa company in Marau/RS, involving the production, maintenance, quality, health, safety, environment and cost management, through the process improvements, disseminating the continuous improvements concepts, engaging the team and bringing significant the financial results for the companies above BRL 2,5 Mio.

• Designed and implemented the national ideas program, training more than 1.800 employees, generating about 5.000 ideas with financial results above BRL 1,0 Mio for the company.