Main Conference Day 2: December 2, 2020

7:00 am - 8:00 am Check In & Networking Breakfast

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

8:05 am - 8:45 am Digitalization: Achieving Unprecedented Levels of Operational Excellence

Sarah Shortreed - Chief Technology Officer, ATCO
Kalev Ruberg - Vice President, Future & Chief Information Officer, Teck Resources
• Understanding the potential impact of digitization on your business – and your people
• Selecting, designing and installing operations systems to ensure operations availability and integrity
• Fostering a culture that accelerates technology adoption
• Assessing and ensuring readiness for operations, taking into consideration all aspects of the
transition, including operational processes, roles and delegations of authority, legal and/or
operations documentation, data and IT systems, resources and competencies; and governance
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Sarah Shortreed

Chief Technology Officer
ATCO

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Kalev Ruberg

Vice President, Future & Chief Information Officer
Teck Resources

8:45 am - 9:15 am Managing Environmental, Social and Governance Risks from Operations to Boardroom

Cecilia Jofre - Business Director & Chief Sales Officer, IsoMetrix
• Why are ESG risks now a board level concern?
• What are the material risks and opportunities that ESG issues present for the oil & gas industry?
• How does ESG fit into the interconnected landscape of risk?
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Cecilia Jofre

Business Director & Chief Sales Officer
IsoMetrix

INTERACTIVE ROUND TABLES ON NEXT GENERATION OPERATIONAL EXCELLENCE

9:15 am - 9:50 am Creating a Culture of Innovation

9:15 am - 9:50 am Developing New Revenue Streams Using Predictive Analytics

9:15 am - 9:50 am Managing Safety Through Wearable Technology
Mike Baker - Safety & Environment Manager, Shell
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Mike Baker

Safety & Environment Manager
Shell

9:15 am - 9:50 am Environmental and Social Governance: Meeting Production Targets While Improving Environmental Stewardship

9:15 am - 9:50 am Critical Success Factors in Operational Excellence Management Systems

9:15 am - 9:50 am Process Safety: Auditing Your Systems for Continuous Improvement

9:15 am - 9:50 am Intelligent Automation: Harnessing the Power of Humans & Machines Working Together
Julie Thyne - Global Continuous Improvement Leader, Dow Chemical
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Julie Thyne

Global Continuous Improvement Leader
Dow Chemical

9:15 am - 9:50 am Design Thinking: Designing Your Organization for the 20th Century

9:15 am - 9:50 am Maintenance Optimization: Leveraging Machine Learning and IoT

9:15 am - 9:50 am Maintenance Optimization: Leveraging Machine Learning and IoT

9:15 am - 9:50 am Linking your Operational Excellence Plan to Business Needs and Changing Objectives

9:15 am - 9:50 am Midstream Operational Excellence: What Does it Mean in Today’s Business Climate?

Business Transformation

10:20 am - 10:50 am How do you measure CI Expertise?
Julie Thyne - Global Continuous Improvement Leader, Dow Chemical
Dow has been on a continuous improvement journey that has included Six Sigma
certifications, external consultants, classroom workshops, and online training. As
we enter the next evolution, we are focused on expertise – how to improve the
skills of our organization at all levels and how to measure capability.
• How do you properly teach CI skills at all levels of the organization?
• Wading through all the methodologies and buzzwords, what really matters?
• How can you properly measure the CI capabilities in your organization
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Julie Thyne

Global Continuous Improvement Leader
Dow Chemical

Business Transformation

10:50 am - 11:20 am How Air Liquide is Using Lean to Drive OE
Kenneth Woolridge - Director, Continuous Improvement, Air Liquide
• One year after it’s implementation, Kenneth Woolridge, Director of Continuous
Improvement at Air Liquide will discuss Air Lquide’s Organizational Excellence
Lean Program and the company’s overall lean journey:
• Full team implementation from the top down AND bottom up
• Sponsor training
• Middle management training
• Using lean to transform culture and build a culture of continuous improvement
• Challenges and Lessons learned
• Real case studies and success stories
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Kenneth Woolridge

Director, Continuous Improvement
Air Liquide

Business Transformation

11:20 am - 11:50 am Creating a sustainable Operational Excellence framework - even as conditions change
Ashe Menon - Former Senior Vice President, Global Operations, National Oilwell Varco
• Identifying the strategic value levers and performance improvement
opportunities in your company
• How to truly determine how reliable, safe and efficient your operations are –
and then set targets for change. What is the benchmark?
• Aligning leadership and the rest of the organization
• Linking your Operational Excellence plan to business needs and changing
objectives
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Ashe Menon

Former Senior Vice President, Global Operations
National Oilwell Varco

Next Generation EHS

10:20 am - 10:50 am Learn a Lesson Once: Applying Continuous Improvement to Reduce Incidents
Steve McIntosh - Former Director, Continuous Improvement, Williams
This session is a case study on how one company integrated continuous
improvement techniques to improve safety and operational discipline while
reducing the number of recurring incidents across facilities nationwide.
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Steve McIntosh

Former Director, Continuous Improvement
Williams

Next Generation EHS

10:50 am - 11:20 am Operational Excellence Foundations: How an established safety culture drives enterprise OE

• 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

Next Generation EHS

11:20 am - 11:50 am Human Performance and Risk Management: How BP’s Human Performance Framework is Improving Site Safety
Hugo Ashkar - Global Risk Manager, BP

• What is the link between safety incidents and risk management barrier
weaknesses?
• Understanding and improving how people interact with the plant, processes,
and each other to create a safe state environment
• nvestigating Safety Incidents
- Asking ‘what’ and not ‘who’
- Appropriate leadership reactions
- Developing an approach to understand the actions of humans in complex
systems
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Hugo Ashkar

Global Risk Manager
BP

11:50 am - 12:40 pm Networking Lunch

12:40 pm - 1:20 pm Cathedral Thinking for Operational Excellence

Paul Leonard - Corporate Vice President, Health, Safety & Environment, Orbia
• What is Cathedral thinking and why is it important?
• How can the concept be applied to Operational Excellence initiatives?
• Key elements of the OE cathedral
- HRO
- Mindfulness
- Technical
- Organization
- Leadership
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Paul Leonard

Corporate Vice President, Health, Safety & Environment
Orbia

1:15 pm - 1:45 pm At the Intersection of Technology, Innovation and Diversity in Mining

Nathan Stubina - Vice President, Technologies, Sherritt International
Is Mining Innovation an Oxymoron? It is well known that the mining sector is facing many difficult
challenges: lower grade ores, smaller deposits, increasing costs, tighter margins, faltering capital markets,
political risks, increased social/environmental demands, etc. Canada’s energy industry is no different –
facing many of the same challenges.
Innovation is essential to the current and future survival of our companies, however, the decisions and
actions of upper management often do not often reflect this imperative. This presentation examines some
of the barriers to innovation and what we all can do to move our industries forward. Together, we will
examine recent trends in technology and innovation, both from within and outside the mining industry.
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Nathan Stubina

Vice President, Technologies
Sherritt International

2:25 pm - 3:00 pm Business Transformation: Preparing for the Impact of Digitalization on Your Business and Your People

Deana Werkowitch - Vice President, Business Process Automation, Crestwood Midstream Partners

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Deana Werkowitch

Vice President, Business Process Automation
Crestwood Midstream Partners

3:00 pm - 3:00 pm Chairs Closing Remarks and Main Conference Adjourns

Take a break from the Powerpoints for these interactive session and further conference takeaways in one of 2 topic areas where you will be actively participating
and learning realistic ways to adapt your Operational Excellence strategy long after the summit ends. These Masterclasses will help you map your vision –
reflecting on what you’ve heard over the past two days and work on key takeaways you can communicate to your executive team tomorrow. Each Masterclass is
hosted by an industry expert. The opportunity to learn from your peers will provide critical and insightful industry perspectives.

Post Conference Masterclasses

Masterclass 1

3:15 pm - 5:00 pm Building your Digital Workforce for the Future: What Skills? What Roles?
Today’s organizations consist of increasingly complex
IT and technological architectures upon which
customers, employees and processes – both manual
and digital - interact. That means that the role of
operational excellence is arguably becoming both
more important and increasingly complicated. In this
session we’ll discuss the new skills and capabilities
necessary for your digital workforce - to help your
organizations thrive in today’s digital world.
• What does a 21st century operations practitioner
look like?
• Understanding the power of human capital for
operational excellence
• What skills / what roles are required in the future?
• Optimizing your resources: effective productivity
benchmarking
• Working with remote teams
• Internal competency development
• Creating networks of excellence to enable
knowledge transfer

Masterclass 2

3:15 pm - 5:00 pm Driving Operational Excellence to the Frontline: Sustainable Transformation From the Bottom up
Julie Thyne - Global Continuous Improvement Leader, Dow Chemical
Most energy, chemicals, and resources companies today have
developed an operational excellence framework in which there
are numerous continuous improvement initiatives. Where a lot
of organizations fail is in gaining frontline support in order to
fully realize the OE transformation.
Prior to her current role as a Global Improvement Leader at
Dow Chemical, Julie Thyne served as a site leader for one of
the company’s electronic materials facilities. In this role, Julie
saw how tangible results can be realized when the frontline
employees are consulted, engaged, and responsible for
continuous improvement initiatives. In this Masterclass, Julie
will discuss how basic lean and CI principles can be combined
and applied to drive improvement from the bottom up. In
addition to a real life case study from the plant, Julie will share
how you can apply these techniques in your own organization:
• Creating a structured approach in shop floor meetings
• Asking the right questions to get to find opportunities for
tangible improvements
• Using Short Interval Control to track improvement projects
in a digestible way
• Developing a culture of OE and reliability through frontline
engagement
• How to identify CI projects and link them to overall
business objectives and strategy
• Setting your people up for success by providing
employees with the right tools to follow through with
improvement projects
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Julie Thyne

Global Continuous Improvement Leader
Dow Chemical

Masterclass 3

3:15 pm - 5:00 pm Human Performance & Risk Management: The next step in the evolution of risk and incident management in hazardous industries
Hugo Ashkar - Global Risk Manager, BP
A human performance mindset acknowledges that to understand incidents,
you have to understand the point of view of the people involved, and
how people interact in a system. Human factors and performance are the
next step in the evolution of risk and incident management in hazardous
industries. This exclusive masterclass led by BP’s Hugo Ashkar will provide
practical tools and tips to help you integrate human factors and human
performance mindset into your safety and risk management programs.
• Understanding the actions of humans in complex systems
• What is the link between safety incidents and risk management barrier
weaknesses?
• Identifying types of barriers: passive, active and procedural barriers
- and using risk management tools and principles to prevent future
incidents
• Understanding and improving how people interact with the plant,
processes, and each other to create a safe state environment
• Investigating safety incidents:
• Asking ‘what’ and not ‘who’
• Appropriate leadership reactions
• Developing an approach to understand the actions of humans in
complex systems
• How can you merge your safety rules with industry practices for better
alignment?
• What can you learn from your project risk management efforts?
• Learning from human error by making “learning” the focus of the
investigation, rather than assigning blame
• Looking at how we, as leaders, react to incidents – and how leader
reactions determine how well organizations learn and prevent future
incidents
• Developing a framework around human performance, including the
elements against which you should measure performance
• What do the current learnings of incidents tell you? How can you
merge safety rules with industry practices for better alignment, and thus
expand your learning base?
• What can you learn from your project risk management efforts?
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Hugo Ashkar

Global Risk Manager
BP