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

8:15 am - 8:55 am 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?
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Jim Claunch

Vice President, Business Efficiency
Equinor

8:40 am - 9:15 am Look to Waterto Understand your Data: Data Management at ExxonMobil

Vinit Verma - Senior Technology Advisor, ExxonMobil
As the saying goes – in the digital paradigm, every company is a data company. The energy industry has used data since its inception in the late 1800s. Looking for hydrocarbon resources in the subsurface involves tremendous data gymnastics involving seismic data to characterize what lies beneath. While we have dealt with data for decades the challenge around managing data is even greater now given its exponential growth. Data is like water in many ways - it is pervasive and critical. This talk will explore how learning’s from how we manage Water as humans might help us effectively prosecute our data challenges in the energy, chemicals & resources industries. The ‘water and data’ analogy is interesting and it provides some valuable insights on how to strategically manage data.
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Vinit Verma

Senior Technology Advisor
ExxonMobil

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?
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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
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Stephane Demers

Director of Operations, Montreal Refinery
Suncor

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Sharon Hauser

Director, Corporate Process & Improvement Office and Learning
SaskPower

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

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

10:55 am - 11:25 am Increasing Human Reliability to Drive Operational Excellence

  • Simple ways to integrate Human Factors into your safety toolbox
  • What does it really mean to be a High Reliability Organization
  • The role of human factors in reducing safety incidents in hazardous industries
  • Understanding the conditions that lead to non-compiance
  • Systematic approaches to employee task analysis

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

10:25 am - 10:55 am Enterprise risk based decision making

• Developing a risk quantification model that demonstrates the benefits of good decisions, based on risk and value calculations
• Creating a culture in which understanding and attitudes towards risk lead employees to evaluate risk in everyday decision making
• What factors lead to improper decision making at critical times?
• Properly training employees to put risk first when making critical decisions under pressure in order to avoid potential disastrous outcomes
• Denormalizing risk in everyday operations to avoid low probability, high consequence events

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

• 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?

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
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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

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

1:55 pm - 2:30 pm Bulding the Operational Excellence competencies of 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 OPEX practitioners to help their organizations thrive in today’s high-risk and volatile market conditions.
• 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