Francisco Gonsalves

Reporting to the VP and GM Kinross Alaska, managing operation, projects and production teams including Continues Improvement.

• Develop and execute short- and intermediate-term strategies that support the growth and performance of the operation to ensure Kinross meets its strategic objectives.
• Lead the execution of the long-term strategy for multi-discipline functions including the following departments: mine, processing, asset management, and geology.
• Manages the human, financial, and operational resources of the site operations, setting priorities and allocating resources to meet business goals.
• Develop and implement business practices, policies, and systems within the operation that align with Kinross’ overall business strategy.
• Responsible for short- and long-term planning, capital and operating budgeting, engineering and cost studies for mine expansion, equipment selection, and acquisition.
• Participates in joint venture partner initiatives for global procurement to reduce material and operating costs.
• Oversee site performance metrics, operational plans, and cost forecasts, ensuring targets are met or exceeded.
• Formulates the annual operating and capital budgets for the function consistent with Kinross’ established financial guidelines and business planning process.
• Prepares business cases and reports regarding strategic projects and initiatives and presents recommendations and status updates to key stakeholders
• Act as a change agent and project sponsor for key initiatives; models organizational values, sets the cultural tone, and prioritizes business goals.
• Lead the Continuous Improvement program using tools and systems that support Kinross’ management operating philosophy.
• Advises senior leaders on major operational challenges, helping to resolve those challenges through professional advice, diagnostics and analytical or consultant support.
• Set performance targets and measures, monitors, and manages overall performance of direct reports and operational departments.
• Build the capabilities of the team to enhance the mine’s ability to achieve financial and operating strategies; identifies succession needs, high-potential talent, and actively develops key employees.
• Ensures health and safety aspects are considered during all operational activities; promotes and upholds the Kinross safety, environment and sustainability practices.
• Fort Knox open-pit operation in Alaska. The mine employs a total of 900 people, including contractors. Milling, Gravity Heap Leach operation producing 368 000oz per annum. (2026)
• +1 (907)371-4797
• 959 Nowitna Ct, Fairbanks, Alaska, US
• Francisco Gonsalves
• Gonsalves.frans@gmail.com
• Led operational strategy to enhance efficiency across global mining operations.
• Oversaw implementation of best practices in health and safety protocols.
• Directed cross-functional teams to optimize resource allocation and reduce costs.
• Developed and executed strategic initiatives to improve production performance.

• Reporting to the Operational Director, managing both HME fleet, compromising of 500+ units, milling, CIL/CIP and Heap Leach Process plant maintenance as well as all electrical reticulation, Substations and mine site infrastructure.
• Supervising and managing a team of 2 direct reports and 204 staff overall, excluding contractors.
• Serve as liaison and first point of contact for engineering and asset management in terms of implementation of strategies and initiatives from both the region and corporate teams.
• Develop, manage and maintain an appropriate level of both engineering and maintenance standards across site.
• Ensure that disciplined implementation of a work planning and control system thereby ensuring that the maintenance strategy is effectively and timeously executed. (This includes major shutdowns on both mobile and fixed plant)
• Managerial skill development, budget and cost management, including all capital expenditure and cost controls, complete integration of maintenance strategy and processes into mainstream process plant operations.
• Provide expert technical support during engineering project execution, task and CI initiatives to maintain high standards.
• Conduct site-specific inductions, safety meetings, and monitored employees’ day-to-day activities in conjunction with safety and policy procedures.
• Develop and implement SOP’s, work procedures to mitigate risks
• Liaise with external stakeholders and suppliers thereby ensuring that stakeholder expectations are managed and or complied with.
• Lead programs which identify and ensure the appropriate mitigation of all hazards (inclusive of the management of major hazards and critical controls) within the engineering function.
• Legal and MSHA Compliance
• Fort Knox open-pit operation in Alaska. The mine employs a total of 900 people, including contractors. Milling, Gravity Heap Leach operation producing 290 000oz per annum. (2023)

• Reporting to the GM, managing both the Surface and Underground HME fleet, compromising of 115 units, CIL Process plant maintenance – compromising of Primary secondary and tertiary crushing, Primary and 2 x Secondary Ball mills with Gold room and TSF, 30MW power generators, electrical reticulation and mine site infrastructure.
• Managing all mine and infrastructure projects.
• Supervising and managing a team of 9 direct reports and 318 staff overall, including contractors.
• Serve as liaison and first point of contact for engineering and asset management in terms of implementation of strategies and initiatives from both the region and corporate teams.
• Develop, manage and maintain an appropriate level of both engineering and maintenance standards across site.
• Ensure that disciplined implementation of a work planning and control system thereby ensuring that the maintenance strategy is effectively and timeously executed. (This includes major shutdowns on both mobile and fixed plant)
• Managerial skill development, budget and cost management, including all capital expenditure and cost controls, complete integration of maintenance strategy and processes into mainstream process plant operations.
• Provide expert technical support during engineering project execution, task and CI initiatives to maintain high standards.
• Conduct site-specific inductions, safety meetings, and monitored employees’ day-to-day activities in conjunction with safety and policy procedures.
• Develop and implement SOP’s, work procedures to mitigate risks
• Liaise with external stakeholders and suppliers thereby ensuring that stakeholder expectations are managed and or complied with.
• Lead programs which identify and ensure the appropriate mitigation of all hazards (inclusive of the management of major hazards and critical controls) within the engineering function.
• Legal and statutory Compliance
• Chirano Mine is an Underground and open-pit operation in Ghana. The mine employs a total of 1800 people, including contractors. The 3.5Mtpa CIL operation produces 160 000–180 000oz per annum.

• Report to the CEO.
• Responsible for overseeing the rehabilitation of operations, following the recapitalisation and restructuring of business.
• Manage the rehabilitation of 2 operating mines and exploration projects, with an overall budget of $150 million per annum.
• Look after and managing 3 direct reports and 2 indirect reports.
• Work with, liaise and manage EPCM contractors on projects.
• Assist the Head of Mining Operations and Capital Projects with the overall management of the operating mines.
• Form part of the Banro Exco Team.
• Banro Corporation is a Cayman-based gold mining company, focused on the development of its 4 projects in the DRC. It is also a private registered gold company, after delisting from the TSX stock-exchange following bankruptcy in April 2018. Banro Corporation consists of:
• Namoya Mining SHRL (Operational Mine) – 2.6 Mtpa Heap Leach Operation, Underground PFS
• Twangiza SHRL (Operational Mine) – 2.0 Mtpa CIL Operation, Underground PFS
• Luguhusu SHRL (Mining License, Exploration)
• Banro Hydro SHRL (Hydro Power Project, Feasibility status) – scoping complete, Pre-Feasibility study stage

• Reported to, and relieved the GM while managing the HME fleet, Process plant maintenance, power generators, electrical reticulation and mine site infrastructure.
• Managing all projects.
• Looked after and managing a team of 5 direct reports and 130 staff overall.
• Establish a Planned Maintenance Department, recruited personnel and implemented a fully functional CMMS system for all assets on mine.
• Perform high level Risk assessments for all activities in process plant and HME workshop
• Develop and implement SOP’s, work procedures to mitigate risks
• Development and implementation of multi element maintenance strategy.
• Development of the maintenance team.
• Managerial skill development, budget and cost management, including all capital expenditure and cost controls, complete integration of maintenance strategy and processes into mainstream process plant operations
• Formed part of the team that steered Ity (SMI) from a 2Mtpa Heap Leach operation to a 4Mtpa CIL operation.
• Conducted site-specific inductions, safety meetings, and monitored employees’ day-to-day activities in conjunction with safety and policy procedures.
• Legal Compliance
• ITY Mine is one of 5 mines in the Endeavour Group and is a multiple open-pit operation in Ivory Coast. The mine employs a total of 1300 people on its heap leach operations, producing 87 000 oz at an AISC of $850. ITY has completed a feasibility study and started on the construction of a 4Mtpa CIL plant towards the end of 2017.
• Achievements
• Implemented plant maintenance regimes at the process and mobile plant sections, utilizing 6 Sigma and RCA principals allowing for direct improvement in the process plant availability from 80% to 93%, with a 25% increase in production as well as
• Consistently achieving an 88% availability on mining fleet, with a service and maintenance compliance rate of 90%, with parts in stock weekly.
• Established a tyre management system, from setting-up a completed in-house tyre bay with workshop equipment to perform all change out and tyre repairs.
• Launched an on-site lube oil testing facility to improve lubrication and equipment failure costs, which resulted in a monthly cost saving of $100k over the entire mine.
• Designed and incorporated a mobile screen and conveyors to allow additional fines to be fed in from transitional material stockpile, which added an additional 15% to throughput.
• Designed and upgraded Solution Management to Leach Pad, to allow higher lifts and increase spray solutions.
• Designed a hydro-peroxide water detoxification system in the place of the old HCL system, saving 33% on yearly costs.
• Upgraded an entire cyanide dosing and distribution area aligned with the Cyanide Code installation regulations.
• Successfully designed and rebuilt the main camp house and facilities alongside local contractors on time and within budget, with zero LTI’s. This consisted of 16 houses converted to 48 on-suite apartments, a new kitchen and restaurant, as well as bar, gym, squash court and an ISOS designed occupational health medical clinic

• Reported to and relieved the General Manager
• Responsible for the mobile/fix plant maintenance, 8MW power plant, all site infrastructure and civil works, managing a monthly budget of $2.5M.
• Technical advisor on all engineering related matters, conducted strategic planning & financial modelling interventions.
• Managing a team of 35 ex-pats & 100 local workers.
• Perform high level Risk assessments for all activities in process plant
• Develop and implement SOP’s, work procedures to mitigate risk.
• Development and implementation of multi element maintenance strategy
• Development and training of the maintenance team
• Spent a lot of time on planning, scheduling maintenance and the maintenance of the HD mobile, with a fleet consisting of 26x Volvo A40F ADT’s, 5x Komatsu PC1250 Excavators, 13x Sandvik DP and Dpi 1500 drilling equipment, various ancillary equipment (Graders, Dozers, Wheel loaders, forklifts, lighting plants, generators, tire handler’s container trailers, tractors and cranes), as well as 72 light vehicles running in an open pit operation.
• Managed the process of taking the mine from a surface to an underground operation as the Project Manager, by designing the electrification, de-watering, and ventilation aspects of a trackless mining operation, as well as equipment selection.
• Oversee all underground Engineering installation and maintenance, as well as trackless mining maintenance that included following Sandvik equipment; LH307, LH203, DL210, DD320S, DL321, TH320
• Facilitated various CAPEX and civil engineering projects involving resettlement, roads and buildings.
• OEM(Volvo) and equipment SME’s engaged on site for equipment skill training and development
• Involvement and collaboration with on-site training centre leadership team to ensure the training curriculum used was in line with site training needs.
• Privately owned by BSG Resources Limited (BSGR) through its subsidiary OCTEA Ltd. Koidu mine is an open-pit operation that boasts two kimberlite pipes, four kimberlite dyke zones and blows, have 983 permanent employees with an estimate production of 45 000 carats per month.
• Achievements
• Procured, established and evaluated the AMT planned maintenance system, as well as successfully setting up and scheduling the fix and mobile plant areas.
• Used the CMMS and accounting system to successfully rationalize warehouse stock.
• Evaluated data analytics and mining analysis to interpret results and predicts trends.
• Improved and continuously delivered on TPM (Total Plant Maintenance) and GMP (Good Maintenance Practice).
• Identified process gaps, system failures and weaknesses to define and execute improvements.
• Established a component and engine rebuild plan, as well as rebuilt & tested all Volvo engines in the mining fleet.
• Ensured an active and routine valuation, as well as continuously fine-tuned the strategic direction to achieve the required cost-saving initiatives, while also successfully completing an 800-house resettlement project within budget.
• Achieved a zero LTI safety record during this time.

• Reported to and relieved the GM, as well as Acting GM for 8 months following the GM’s resignation.
• Responsible for the mobile/fix plant maintenance, 16MW powerplant, site infrastructure and managing a budget of $3,6M.
• Looked after a team of 5 direct reports and an overall engineering team of 157 workers.
• Formed part of an in-house project team that focused on the entire process of the plant upgrades.
• Looked after a mining fleet consisting of 785 Komatsu and 777 CAT haul trucks, PC1250/PC2000 Komatsu excavators, 850 Komatsu and 992 CAT wheel loaders, D9/D10 CAT dozers, 16M grader, PowerStation consisting of 2WM Cummins units and 80 LV’s.
• Prepared monthly reports and scrutinized monthly accounts for cost expenditure controls.
• Prepared scope of work and estimate for electrical/mechanical upgrades and organized with local & international contractors to perform plant upgrades in an acceptable timeframe.
• Establishment and implementation of a condition monitoring department as well as a CM strategy
• Training and development of national workforce both via on-site training centre and OEM related technical skills training
• Implementation of Root Cause Failure Analysis program using the ‘ICAM’ principle/method
• Conducted site-specific inductions, safety meetings and monitored the day-to-day activities of site personnel in conjunction with the safety and policy procedures.
• Avocet is an LSE Ltd mining company with Inata mine, an open-pit operation in Burkina Faso, employing 980 people. The CIL plant produced 167 000 oz for $693/oz in 2011.
• Achievements
• Successfully completed the plant expansion, resulting in an increase in plant throughput from 278 tph to 340 tph.
• Increased mill availability from 78% to 93% by following an improved planned maintenance regime.
• Initiated and executed training & development courses, which resulted in improved quality of service and repairs as well as improved overall downtime.
• Improved power generation efficiency by 25% (1 machine) by improving air quality, installing sand filters, as well as installing cooling towers to overcome overheating.
• Implemented strong safety performance measures, resulting in 6 million man-hours LTI free for 3 years.
• Improved working conditions by designing and building cyanide and reagent storage hangers, fully enclosed warehouses with offices, plant maintenance workshops with offices, HME workshop with offices, field fuel, and lubrication stations, portable water treatment plants and reversed osmosis water stations, as well as incinerator and sewerage treatment plants.

• Reported to the Project Manager/Process Manager.
• Managed site-wide electrical & instrumentation specifications and installations, from commissioning to production.
• Looked after the engineering interface adjudication, CMMS integration, development & implementation of the process plant requirements, as well as the final stages of design for the process plant maintenance strategy.
• Developed the activities & resources to support the engineering section, the condition monitoring and reliability section, as well as appointed the Electrical Instrumentation & Process Control Maintenance team.
• Looked after the project QA/QC & construction contractors, ensured all electrical (medium, high & low voltage), instrumentation, process control systems & equipment were installed per EPCM Project Management team specifications. Successfully designed the maintenance structure.
• Overseeing the installation and commissioning of 330KV, 90 MW main substation, various 34KV/11KV mine substations and overhead lines
• Installation and Commissioning of Siemens GMD 38’X 16’, 18MW SAG Mill, and Siemens GMD 26’X 40’, 16MW Ball Mill
• Mine in-pit power, electric Shovels and haul trucks.
• After construction, formed part of the commission team, with a focus on the project reaching nameplate production within the shortest possible time (Nameplate production was reached within the first 8 weeks).
• After the commission phase the team focused on the day-to-day maintenance with the plant availability targets surpassed and the steady-state crusher availabilities exceeding 80%, and process plant steady-state availability exceeding 92%. The shutdown planning was within 95% of the planned time and execution on average. The weekly planning schedule was within 90% of the target on average.
• Establish, manage and control from basic principles a working procurement department complete with systems and controls.
• Establish, manage and control a planned maintenance department which included systems, controls and record keeping, etc.
• Compilation of an equipment registry system as well as an equipment costing system.
• Establishment of safety standards, rules and procedures in order for company to comply with Mine Occupational Safety and Health Management System.
• Quality Control of all work carried out by maintenance team.
• Motivation, training and guidance of all members within the maintenance team.
• To ensure that OEM best-practice maintenance procedures are applied to all the company’s assets in order to optimize equipment availability and residual asset value, this included a well-defined maintenance policy.
• Lumwana Copper is a conventional open-pit operation. The mine is owned by Barrick Gold and employs over 3800 people. It is also the largest copper project of its kind in Africa with inferred resources to be mined over 37 years.

• Reported to the Engineering Manager.
• Managed the day-to-day maintenance activities of the process plant and associated infrastructure of the site and developed effective maintenance strategies and systems to ultimately increase availability.
• Worked with all other management personnel across the site, as well as upgrade construction management and design contractors for the day-to-day maintenance function.
• A significant availability improvement was achieved from just over 70% to over 90%, and crusher availability rising from less than 60% to over 80%.
• Responsible for all aspects of management of the maintenance activities, including safety and environmental requirements.
• To develop and maintain a maintenance management structure.
• To develop and maintain a maintenance management structure in a way that identifies roles of senior and junior personnel within the department.
• To undertake a pro-active role in leadership and management of maintenance department. To develop and maintain an active relationship with all suppliers.
• To participate in the development of annual maintenance and operational cost budgets. To maintain an active communication link with all departments within the company.
• Compilation of an equipment registry system as well as an equipment costing system.
• Establishment of safety standards, rules and procedures in order for company to comply with Mine Occupational Safety and Health Management System.
• Quality Control of all work carried out by maintenance team.
• Motivation, training and guidance of all members within the maintenance team.
• Training and development of national workforce...this all predominantly done through the onsite training centre .
• Upgraded the pumping system including the installation of Variable Speed Drives and updating documentation.
• Repaired breakdowns and conducted maintenance within the Crushing, Milling and CIL Plant.
• Performed maintenance & repairs on the Oxygen Plant, Pressure Oxidization, Electrowinning and Solvent Extraction Plant.
• Upgraded and maintained the 12MW powerhouse, configured as standalone and synchronized to Main Grid.
• Established and implemented an apprentice training program for Ghanaian staff.
• Looked after the maintenance, switching and day-to-day running of the VRA (local utility company) Akeympim 161 KV substation and 55 km overhead line from Bogoso to Akeympim.
• Wassa mine is a subsidiary of Golden Star. Wassa mine was originally developed as a 3 Mtpa open pit HL operation.

• Reported to the Project Director (Tarkwa phase IV, CIL Project).
• Worked on the design, installation and commissioning of a single stage 14MW SAG Mill, as well as associate auxiliary equipment and switchgear, and formed part of the client team that managed the KPCM contractor (Lycopodium).
• Processed, designed and programmed the Allen Bradley ControlLogix PLC by using RSLogix software and RSView process control software packages.
• Installed and commissioned a 33/11 KV switchgear and 400 Vac Motor Control Centre.
• Prepared punch listings regarding completed plant and implementation of solutions, to overcome design faults.
• Reported to the Process Plant Maintenance Engineer and worked with a team of Electrical Engineers and Supervisors to maintain the CIL, Crushing, and Heap Leach Plant.
• Assisted the Operations-, Mechanical- and Electrical Supervisors in the coordination of their respective training requirements for tradesmen and apprentices.
• Worked on the design, commission and reticulation of a 4MW/11KV Housing Estate Emergency Supply.
• Helped with the AR Solution System plan, design and upgrade, as well as the installation & commissioning thereof.
• Installed and commissioned a 350kg/h regeneration kiln and 33KV/11KV overhead lines.
• Carried out duties as the alternate Process Plant Maintenance Engineer.
• Tarkwa mine is a large open-pit gold mine that use selective surface mining methods to optimise extraction.

• Reported to the Process Plant Maintenance Engineer and was responsible for implementing reliable centred maintenance strategies on key equipment.
• As the Technical Electrical Supervisor on the Northam UG2 Plant project, accountable for specifying equipment, as well as overseeing the installation and commissioning by contractors.
• Looked after the crushing section, Rod and BALL Mill, floating section and backfill section.
• Zondereinde mine is an underground, conventional and long-life operation mine in Gauteng, South Africa.

• Ensured all staff members actively participated in mine safety programmes, safety rules and regulations.
• Directed, organized, planned, controlled, budgeted, maintained and looked after the Winder, Telephone, Instrument and Fire Detection Technicians, while managing the installation, commissioning and maintenance of various new systems.
• Maintained and repaired the winder and PLC systems, compressors, refrigeration plants and telemetry.
• Oversaw the safe running of the Siemens Blair Winder, GEC MW2000 Winder, GEC 700 Series Winder, Siemens S5 PLC, GEC GKM80 PLC, ECAM Shaft systems, Beltorhin Signalling Devices, Reactor starters, Liquid starts, Cyclo converters and DC converters.