Main Conference Day Two: June 6, 2018

7:30 AM - 7:30 AM Check In


Cyber Security in Hazardous Industries: It’s not if – but when - you will be hacked.

Cyber threats and attacks against utilities, energy and chemical companies have shown no sign of slowing down as threats become increasingly complex and sophisticated targeting both IT and OT infrastructures.

Due to the quickly evolving nature of threats, both control processes and IT infrastructure require continuous improvements to cyber security safeguards and protocols in order to protect valuable company information, key operational equipment and maintain day to day operations in a safe and secure manner.

This breakfast briefing will bring together industry experts who will address critical concerns and trends regarding cyber security for hazardous industries, and cover how to address these concerns in a down market. Join us for this highly advanced industry discussion on cyber security management & continuous improvement practices. Places are limited!

8:00 AM - 8:10 AM Chair’s Opening Remarks

8:10 AM - 8:50 AM Driving Operational Excellence to the Frontline: How to translate the business strategy into action

Sheikh Nahyaan, General Manager, Grid Operations & Emergency Management, Toronto Hydro
• Creating a roadmap for the implementation journey from the boardroom to the frontline
• Aligning strategy with execution
• Identify opportunities to leverage OE tools to eliminate sources of value loss in your operations
• Close the execution gap on OE: why do some organizations do this well while others struggle?
• Learning from others mistakes: Recent challenges and lessons learned from those who’ve been there
• Visualize, Analyze, Act: Enabling front line workers to act quickly before failures occur

Sheikh Nahyaan

Sheikh Nahyaan

General Manager, Grid Operations & Emergency Management
Toronto Hydro

8:50 AM - 9:30 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

Hugo Ashkar

Global Risk Manager

9:30 AM - 10:10 AM Adapting to today, Building for tomorrow: Closing the Operational Excellence “Execution Gap”

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.

10:10 AM - 10:30 AM Networking Break


10:30 AM - 11:00 AM Strategy to Execution: Aligning your OMS Improvement Initiatives with your Strategic Planning

Successful Operational Management Systems (OMS) provide leaders with the governance and tools to increase the maturity and performance of their organization. But with change comes challenges with shared accountability, breaking down silos and new ways of managing and
measuring success. The perceived scale and complexity of the maturity effort, and the integration of this into the existing planning and budgeting cycles can seem daunting. In this session we will walk through an example of integrating OMS governance into existing organizational structures and aligning OMS improvement initiatives with annual planning processes. Topics we will discuss include budget and approval processes; setting both performance and maturity targets, cascading goals, objectives and targets; prioritizing OMS improvements with existing initiatives; and address typical change management challenges. After we walk through the example, we will work in groups to collaborate and build concepts to take back to your own organization.

11:00 AM - 11:30 AM Cascading Governance and Accountability: Enabling and delivering OE performance through your OEMS

• Driving OEMS accountability through governance: why its not just about compliance
• Building the most compelling case for deeper OMS commitment by cascading governance
• Getting leadership to focus on and support your Management System
• Assigning clear ownership and governance for the processes that make up your management system
• Integrating implementation of the management system into the business planning cycle
• Take a risked-based approach

11:30 AM - 12:00 PM Critical success factors in OMS design and implementation

Many companies have implemented formal management systems in an attempt to improve execution and achieve Operational Excellence. While a few companies like Chevron, Exxon and Koch Industries 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. This session will highlight the critical success factors in OMS design and implementation.


10:30 AM - 11:00 AM Human Factors and Procedures: Effective procedural designs and practices

Camille Peres, Assistant Professor, Environmental and Occupational Health, Texas A&M University
Dr. Camille Peres will share state of the art research on how to mitigate the effects of variables that influence procedural adherence. She will talk about how to implement effective procedural designs and practices for safe and effective operations.
• Leverage the latest research on effective procedural and adherence practices – and understand the hallmarks of highly reliable organizations
• Learn why workers’ experience level and task frequency strongly influences procedural adherence
• Implement current “best practices” for safety and hazard statement designs
• Understand how Operational Excellence can be compromised when the content of safety statements do not support comprehension or compliance

Camille Peres

Camille Peres

Assistant Professor, Environmental and Occupational Health
Texas A&M University

11:00 AM - 11:30 AM Integrating people and business process to dramatically improve business performance

• The three pillars: Creating the framework needed to put the Business Value ‘stake’ in the ground’
• Integrating people, process and technology and shifting from passenger to driver in your quest for Operational Excellence
• People development: Introducing continuous improvement, deployment strategies, and training and mentoring options
• Is your operational framework guiding employees toward repeatable, optimized behavior and habits?
• Supporting processes: project ideas transitioned into projects and projects managed to implementation
• Growing people and building habits: why Operational Excellence is not just about the tools
• Coaching, employee empowerment and problem solving

11:30 AM - 12:00 PM Leading Millennials to Operational Excellence

Matt DiGeronimo, Vice President, Operations, Veolia
Everyone seems to have an opinion about the Millennial Generation – positive, negative, or otherwise. Regardless of your opinion, it is difficult to deny that there is a blossoming generation in our industry who grew up in a different environment than the preceding generations. These differences invariably lead to a generation with different perspectives, priorities, and practices. As leaders driving operational excellence within our organizations, it is imperative to understand, embrace, and leverage these differences to maximize our performance. Matt DiGeronimo reflects
on his experience working with millennials in the military and the energy industry and presents ideas and suggestions for leading this generation.
This insightful and inspiring presentation will focus on:
• Establishing a mission, a vision, and a purpose for this generation
• Maximizing organizational transparency and accessibility
• Creating an organizational humility that not only listens to its youngest members but wants to listen
• Figuratively flatten the organizational chart by ensuring senior leaders remain engaged with this generation

Matt DiGeronimo

Matt DiGeronimo

Vice President, Operations

12:00 PM - 12:50 PM Networking Lunch

12:50 PM - 1:30 PM A case study from one of the world's largest refineries: Stretching Continuous Improvement (CI) to act as a key enabler for business performance and outcome…even in time of crisis

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• This session will touch upon how CI can drive Operational Excellence ways of working in times of ‘calm and crisis':
• The foundation needed to put the business value ‘stake in the ground’ through a credible approach and business partnerships
• Integrating the right elements to make CI fit for purpose with focus on leadership, business priorities, front line, purposeful development of people, engagement and communication AND showcase how CI ways of working enabled Europe’s largest refinery to start-up in less than one month after a full shut-down due to a power failure
• ‘Diversions can be used by some as an excuse to ‘just do it – no time to think about this CI stuff’ or as an opportunity to act fast to deliver safe, focused, controlled and aligned results
• Learn how a pragmatic roll out and use of CI principles and approaches can establish a fit for purpose ways of working and a culture of collaboration to drive competitive advantage through relentless business focus

1:30 PM - 2:30 PM Why we do what we do: Making the connection between culture, safety and business performance

Mick O'Connor, Behavioural Safety Manager, Irving Oil
• Defining culture
• What is the role of leadership in shaping safety culture?
• Compliance base culture vs. desire based culture
• Starting the transformation conversation – Group activity

Mick O'Connor

Mick O'Connor

Behavioural Safety Manager
Irving Oil

2:30 PM - 3:00 PM Making Excellence Operational: Making the most of your situation to build a stronger organization

• What should you be focusing on for the next year to ensure that the fundamental performance of your business will be better in 2 years than it was 2 years ago?
• How can you focus the company’s limited resources in this environment to help deliver these improvements?
• What can we learn from previous downturns to help transform how you are working today?
• What does the landscape look like for the next generation of workers

3:00 PM - 3:00 PM Chair’s summary and close of conference