June 4-6, 2019 | Calgary, AB

Main Conference Day Two: June 6, 2019

7:30 am - 8:00 am Check in

8:00 am - 8:05 am Chair's Opening Remarks

Julie Thyne, North America Continuous Improvement Lead at Dow Chemical

Julie Thyne

North America Continuous Improvement Lead
Dow Chemical

8:05 am - 8:40 am Enabling and delivering Operational Excellence through Operational Discipline

Enabling and delivering Operational Excellence through Operational Discipline
Many companies have implemented formal management systems in an attempt to improve execution
and achieve Operational Excellence. While a few companies have had tremendous success with their
management systems, many other companies have found their management system has become
bureaucratic, costly, and ineffective. Even worse, they have found their management systems added
more layers of complexity that further weigh upon the companies’ performance. Grigor Bambekov is
Andeavor Logstics’ Director Performance & Business Excellence. In this enlightening case study Grigor
will share the company’s journey to operational excellence, including how they are:
• Driving OEMS implementation through Operational Discipline: Why its not just about compliance
• Building the most compelling case for deeper OEMS commitment by cascading discipline
• Getting leadership to focus on and support your Management System and Operational Discipline System
Grigor Bambekov, Head of Sustainability and Stakeholder Engagement at Marathon Petroleum Corporation

Grigor Bambekov

Head of Sustainability and Stakeholder Engagement
Marathon Petroleum Corporation

8:40 am - 9:15 am Building an Organization for the 21st Century: An award winning case study in transformation at Veolia

Veolia Group, headquartered in France, is a $30B company with 164,000 employees worldwide. It has four main service
and utility areas traditionally managed by public authorities – water management, waste management, transport and
energy services. The vast Business Management experience with Veolia Group of Madalin Mihailovici, Mihai Savin, Irina
Munteanu and their Colleagues within the Apa Nova Bucharest Management Team was combined with Cristian Matei’s
experience who - after 20 years working with ABB, Alstom Power or General Electric as Global Head of Operational Quality
& Continuous Improvement or Global Head of Learning & Development - joined Veolia in 2016 as Head of Transformation.
In this inspiring case study, they will take the audience through the company’s transformation journey, including insight into:
• “The burning platform” and how to deal with crisis management - while transforming problems into opportunities
• Using a three-phased holistic approach to re-engineer business processes and organisational architecture achieve higher business performance
• Putting necessary tools and methodologies in place to transition from opinion-based leadership to a data-driven organization
• How to design continuous improvement management processes to continuously exceed all stakeholders’ expectations while creating the self-sharpening organisation

Cristian Matei, Head of Business Transformation at Veolia Group

Cristian Matei

Head of Business Transformation
Veolia Group

9:15 am - 9:55 am Interactive Roundtables on Next Generation Operational Excellence

Without question, our industry is in transition. We are all doing more with much, much less – and rightsizing Operational Excellence to adapt to today and build for tomorrow. But rightsizing doesn’t have to mean downgrading: forward-thinking companies are laying the operational excellence groundwork for the future.
This interactive session will allow you to consider the key requirements for success in the current business environment and beyond. You’ll identify where you feel gaps exist within your own organization or program and then choose the specific roundtable that is best aligned with those gaps and meet with other industry peers with the same ‘gaps’. Designed to enhance the level of collaborative, strategic discussion and idea sharing, these facilitated interactive roundtables will help you walk away with actions you can take back to the office and share with your executive team.

9:55 am - 10:25 am Networking Break

Driving OE to the Frontline

10:25 am - 10:55 am How Dow Chemical is Using Short Interval Control to Drive Performance
  • What is the difference between a KPI and an SIC?
  • How do you choose the right SICs?
  • How can Short Interval Control be used to drive sustainable performance improvements?
Julie Thyne, North America Continuous Improvement Lead at Dow Chemical

Julie Thyne

North America Continuous Improvement Lead
Dow Chemical

• Transformation doesn’t come easy – and it doesn’t come free. Shifting from passenger to driver on your transformation journey
• People, process & technology: Creating the integration needed to put the business transformation ‘wheels in motion’
• Growing people and changing behaviors: why operational transformation is not just about redesigned business processes and new technology applications
• Learning from others: Recent challenges and lessons learned from those who’ve been there
Stephane Demers, Director of Operations, Montreal Refinery at Suncor

Stephane Demers

Director of Operations, Montreal Refinery

Sharon Hauser, Director, Corporate Process & Improvement Office and Learning at SaskPower

Sharon Hauser

Director, Corporate Process & Improvement Office and Learning

Barre Browne, Senior Director, Transformation at Nutrien

Barre Browne

Senior Director, Transformation

Driving OE to the Frontline

11:25 am - 11:55 am Using Visual Management, Standardization, and Discipline to Sustain Operational Excellence
• Understanding the lean leadership paradigm (from those who have lived it)
• Mentoring, monitoring, and accountability actions centered around teaching people to think systematically to solve their own problems
• Exploring what changes in leadership behaviors are required to effectively embrace and support operational excellence
• Identifying the difference between Operator Standard Work and Leader Standard Work
Gerard Lachance, Senior Manager, Performance Quality & Management Systems at Hydro-Québec

Gerard Lachance

Senior Manager, Performance Quality & Management Systems

Safety & Risk Management

10:25 am - 10:55 am Risk Management applied to Operational Excellence: Optimal Facility Risk Profiles
• Understanding the various types of risk – and what that means for your business or project provides you a holistic view of a your risk profile
• Identifying, assessing, responding to risks is good; yet the journey to risk informed decision making demands more
• Ensuring effective risk governance and reporting mechanisms are in place is sound; yet knowing what (to prioritize), how and when is better
Hugo Ashkar, Global Risk Manager at BP

Hugo Ashkar

Global Risk Manager

Safety & Risk Management

10:55 am - 11:25 am Laying the foundation for Operational Excellence: How an established safety culture drives OE
After a 2014 incident at the company, SaskPower implemented various programs to change their culture and attitudes around safety. Kathy McCrum, Vice President, HR & Safety at SaskPower, will discuss how an emphasis on safety excellence organically spread to the rest of the organization, creating an enterprise wide push towards Operational Excellence.
  • Why a foundation of EHS excellence can lead to enterprise Operational Excellence through increased discipline, predictability, and risk management
  • How Safety culture is parallel to organizational culture
  • The importance of front-line engagement and the challenges in getting it right
  • Intentional leadership reset is a must to drive change and commitment throughout the organization
Kathy McCrum, Vice President, HR & Safety at SaskPower

Kathy McCrum

Vice President, HR & Safety

Safety & Risk Management

11:25 am - 11:55 am How AltaLink is Leveraging an Established Safety Culture to Increase Cyber Security
  • Why Safety and Cyber Security go hand in hand
  • Defining what it means to be “Safe and Secure”
  • What are the parallels between a safety and cyber security?
  • A strong learning culture and leadership are a critical foundation
  • Developing a proactive and participative approach to hazards and near miss reporting is key
  • Translating Cyber threats to relatable actions for employees
  • Cyber-awareness training & simulations

Johanne Picard-Thompson, Senior Vice President, Corporate Services at AltaLink

Johanne Picard-Thompson

Senior Vice President, Corporate Services

11:55 am - 12:45 pm Networking Luncheon

1:10 pm - 1:40 pm Operational Excellence at Chevron: maintaining a sense of vulnerability while focusing on high risk

At Chevron, Operational Excellence means effectively managing workforce safety and health, process
safety, reliability and integrity, environment, efficiency, security, and stakeholders. Understanding the
highest risks associated with our operations and implementing fatality prevention tools resulted in
Chevron operating fatality free in 2018, the first in the company’s history. Troy Geertsen, Vice President,
Health, Environment, Safety & Regulatory at Chevron Canada will discuss how the company is
employing Operational Excellence throughout the organization by:
• Taking a risk based approach to all enterprise activities and initiatives
• Encouraging practical and effective field conversations and verifying and validating key safeguards
• Understanding how human error and risk tolerance affects frontline Health, Environment and Safety
• Developing into a better learning organization
• Building solid partnerships with key contractors who align on Operational Excellence
Troy Geertsen, Vice President, Health, Environment, Safety & Regulatory at Chevron

Troy Geertsen

Vice President, Health, Environment, Safety & Regulatory

1:55 pm - 2:30 pm A Transformed Oil and Gas Company

• How much have our personal lives changed through digital transformation since the early 2000’s as compared to mid and large size oil and gas companies?
• What are the barriers that are slowing down the industry's transformation and how can we overcome these barriers?
• What could a transformed Oil and Gas company look like - and why does it matter?
Jim Claunch, Former Vice President, Business Efficiency at Equinor

Jim Claunch

Former Vice President, Business Efficiency