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

10:55 am - 11:25 am Anglo American FutureSmart Mining: Creating new realities for mining

Arun 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 Narayanan

Chief Data Officer

8:40 am - 9:10 am Digitizing the Oilfield: Digital Transformation at Halliburton

John Gorman - Vice President, Canada, Halliburton
Celebrating their 100th Year in 2019, Halliburton has long been viewed as “The Execution Company” in the world of Oil & Gas. When Erle P. Halliburton started the company in 1919, it was based on a new technology to cement wells.100 years later, the company still follows one of Erle’s first stated goals… “In short, we intend to maintain leadership in our chosen field”. In this presentation, John Gorman, Vice President, Canada at Halliburton, will discuss how the company is continuing Erle Halliburton’s goals in optimizing their oilfield operations by using technology to improve production while reducing cost/boe, remaining safe, reliable and efficient.
If there is something Halliburton is great at doing it is collecting data – from well design to drilling to well completions to production we gather data from each of our 14 product lines. And every year we add more down hole and surface sensors and connectivity and our data output grows:
• Heat indicators and remote sensors for condition based maintenance and predictive analytics
• Fiber technology for remote monitoring of wells
• Converting data to insights with advanced data analytics
• This presentation will delve into some of the ways Halliburton is not only increasing the collection, but also the use of Big Data in their operations.

John Gorman

Vice President, Canada

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

10:25 am - 10:55 am From powerpoint to reality: Deployment of OpEx strategy in an advanced metal refinery

Kai Johansen - Director, Operational Excellence, Glencore Nikkelverk
Creating a burning platform in an already successful company, and establishing management commitment to the deployment of OpEx strategy
• Our approach to convince the organization to believe in our new Business System
• The challenges and successes we have experienced
• Where are we 5 years into the deployment process – our achievements, what should we have done differently?

Kai Johansen

Director, Operational Excellence
Glencore Nikkelverk

• 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


Sharon Hauser

Director, Corporate Process & Improvement Office and Learning

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

11:25 am - 11:55 am Safety in the age of technology: The digitally empowered workforce

• Identifying what tasks can be transformed digitally and educating workers about monitoring mechanisms
• Driving worker safety and productivity using IoT in remote and hostile environments
• Connecting industrial workers with machinery for enhanced real time monitoring
• Implementing the concepts of smart helmets, realtime data analysis, RFID, asset tracking, and paging in field and plant operations to improve both safety and efficiency

10:55 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 McCrum

Vice President, HR & Safety

10:25 am - 10:55 am The path to Safety Excellence through Operational Discipline: Balancing the focus on low probability, high consequence events with high probability, low consequence events

• What does it mean to achieve excellence in health and safety?
• Designing a model that integrates safety maturity within a management system framework to drive consistency and provide clear expectations
• Creating standardized approaches to business functions: Centralizing knowledge and oversight, while giving flexibility in implementation
• The cultural transformation: Focusing on employee mindset and behaviours – the critical role of front line supervision

10:25 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 Ashkar

Global Risk Manager

10:55 am - 11:25 am Auditing our risk management strategy for improved performance

• Making the connection between risk management systems and the bottom line, beyond major incidents, on a day to day basis
• Risk management in the safeguarding of overall asset integrity
• Efficient monitoring and self-assessment programs by front line and business unit risk and control owners with leading performance metrics that drive desired outcomes

11:25 am - 11:55 am Reducing Operational Risk: Delivering capital and maintenance projects with less risk and superior returns

Brent Thesen - Director, Transmission & Distribution Asset Management, ENMAX
Jeffrey Collins - Independent Energy Advisor & Founder, Corvus
• What specific steps can be taken to boost return on capital employed? Given the current market conditions, should there be tighter criteria for project approval? Should we be reducing inventory? Sharing risk models with partners and suppliers?
• Improving collaboration between project execution teams and removing silos
• What are the largest challenges today for keeping projects on time and on budget?
• How should companies be tracking the progress of complex, capital intensive projects?

Brent Thesen

Director, Transmission & Distribution Asset Management


Jeffrey Collins

Independent Energy Advisor & Founder

11:55 am - 12:45 pm Networking Luncheon

12:45 pm - 1:20 pm Enabling and delivering Operational Excellence through Operational Discipline

Grigor 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 Bambekov

Director, Performance & Business Excellence
Andeavor Logistics

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

Troy 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 Geertsen

Vice President, Health, Environment, Safety & Regulatory

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

Jim 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 Claunch

Vice President, Business Efficiency