Main Conference Day Two: June 6, 2019
7:30 am - 8:00 am Check in
8:00 am - 8:05 am Chair's Opening RemarksJulie Thyne - North America Continuous Improvement Lead, Dow Chemical
10:55 am - 11:25 am Anglo American FutureSmart Mining: Creating new realities for miningArun Narayanan - Chief Data Officer, AngloAmerican
Anglo American is embarking on a digital journey as part of its mission to
reimagine mining to improve people’s lives. How is our technical portfolio, deep
expertise and sincere commitment to unlocking our full potential – and more –
going to take us to that positive and sustainable future?
• What is the role of digital technologies in FutureSmart MiningTM and how do you go about embarking on a journey of digital transformation?
• How does one build a culture around digital transformation
• What is the role of software architecture and design in enabling the digital transformation journey.
Arun NarayananChief Data Officer
8:40 am - 9:15 am Building an Organization for the 21st Century: An award winning case study in transformation at VeoliaCristian Matei - Head of Business Transformation, Veolia Group
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 MateiHead of Business Transformation
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 Frontline10:25 am - 10:55 am How Dow Chemical is Using Short Interval Control to Drive Performance Julie Thyne - North America Continuous Improvement Lead, Dow Chemical
- 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?
Driving OE to the Frontline10:55 am - 11:25 am Driving Operational Transformation to the Frontline: Making strategy a reality Stephane Demers - Director of Operations, Montreal Refinery, Suncor
Sharon Hauser - Director, Corporate Process & Improvement Office and Learning, SaskPower
Barre Browne - Senior Director, Transformation, Nutrien
• 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 DemersDirector of Operations, Montreal Refinery
Sharon HauserDirector, Corporate Process & Improvement Office and Learning
Barre BrowneSenior Director, Transformation
Driving OE to the Frontline11:25 am - 11:55 am Using Visual Management, Standardization, and Discipline to Sustain Operational Excellence Gerard Lachance - Senior Manager, Performance Quality & Management Systems, Hydro-Québec
• 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 LachanceSenior Manager, Performance Quality & Management Systems
Safety & Risk Management10:25 am - 10:55 am Risk Management applied to Operational Excellence: Optimal Facility Risk Profiles Hugo Ashkar - Global Risk Manager, BP
• 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 AshkarGlobal Risk Manager
Safety & Risk Management10:55 am - 11:25 am Laying the foundation for Operational Excellence: How an established safety culture drives OE Kathy McCrum - Vice President, HR & Safety, SaskPower
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 McCrumVice President, HR & Safety
Safety & Risk Management11:25 am - 11:55 am How AltaLink is Leveraging an Established Safety Culture to Increase Cyber Security Johanne Picard-Thompson - Senior Vice President, Corporate Services, AltaLink
- 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-ThompsonSenior Vice President, Corporate Services
11:55 am - 12:45 pm Networking Luncheon
12:45 pm - 1:20 pm Enabling and delivering Operational Excellence through Operational DisciplineGrigor Bambekov - Director, Performance & Business Excellence, Andeavor Logistics
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 BambekovDirector, Performance & Business Excellence
1:10 pm - 1:40 pm Operational Excellence at Chevron: maintaining a sense of vulnerability while focusing on high riskTroy Geertsen - Vice President, Health, Environment, Safety & Regulatory, Chevron
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 GeertsenVice President, Health, Environment, Safety & Regulatory
1:55 pm - 2:30 pm A Transformed Oil and Gas CompanyJim Claunch - Vice President, Business Efficiency, Equinor
• 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 ClaunchVice President, Business Efficiency