26 - 28 November, 2018 | The Old Mill, Toronto, ON

Main Conference Day One: November 27, 2018

7:00 am - 8:00 am Registration and check in

8:00 am - 8:05 am Welcome from conference director

8:05 am - 8:15 am Chair’s opening address

There has never been a more critical time for energy and utilities companies to be focused on Operational Excellence – its critical not just for survival but in order to thrive in the years ahead. The innovators that have strategically invested in operational ef ciency programs are demonstrating their operational resilience – while marginal operators must signi cantly improve in order to position themselves for long-term growth in an increasingly competitive marketplace. With so many companies hampered by complexity and inef ciency, now is the time to optimize your operations to yield more productivity and fully harvest the bene ts of technology, scale and standardization.
Many of us have an Operational Excellence or CI program in place – but does it truly link planning and operations to strategy? Are you getting the most business value you possible can out of it? What about metrics – what is the true impact of OE on your business’ financial performance? Do you know?
This dynamic panel will discuss these issues and more – including how to reduce complexity and variability with clearly defined standards and accountabilities, build the most compelling case for deeper OE focus and demonstrate to your executive leaders and shareholders the true impact that Operational Excellence can have on the bottom line. 

David Murray

Chief Operating Officer & President of Production


Jane Travers

Vice President, Strategic Operations - Renewable Generation
Ontario Power Generation

8:55 am - 9:35 am Why do some organizations have so few unplanned events? Understanding what defines High Reliability Organizations

• What is a “High Reliability Organization”?
  • What’s the link between safety, asset reliability and Operational Excellence?
  • With so much volatility and risk in hazardous industries today – what are the core pillars of world class operational excellence that you should be focused on?
  • How can you get leaders to understand the link between risk reduction and financial performance?
  • Why connecting strategy to operations is the first step 

9:35 am - 10:15 am Modernizing System Operations at HydroOne: Leveraging people, process and technology to drive Operational Excellence

Martin Huang - Vice President, System Operations HydroOne
• Leveraging the right processes, roles and responsibilities to enable effective decision making and improve
business performance
• Removing costly and inefficient variation across your operations by deploying standardized processes and systems across
the organization
• Creating a high reliability culture: How to embed operational excellence in your organizational DNA
• Operation optimization technology: Gaining a real-time perspective of how your operations and asset are doing – along with the
insight to trigger the right actions needed to maximize uptime
• How HydroOne is leveraging new asset monitoring technologies to reduce outage duration
• Using predictive analytics to enable asset optimization and safer, more reliable operations
• Combining real time data with enterprise operational data to improve operational reliability

Martin Huang

Vice President, System Operations

10:15 am - 10:45 am Morning Networking Break

Leadership & Culture 

10:45 am - 11:15 am Cultural Change Programs: Understanding how to make culture change happen to drive out risk and enhance operational excellence

Alexander Breskvar - Director, Quality Siemens Gamesa Renewable Energy
• How can we de ne culture?
  • Implementing changes in leadership thinking and behaviours to drive out operational risk and support transformation
  • Leadership and culture change: why it needs to start at the top
  • What are the stages of culture change – can we ‘learn’ a new culture?


Alexander Breskvar

Director, Quality
Siemens Gamesa Renewable Energy

11:15 am - 11:45 am “Culture eats strategy for breakfast”: Key levers for evolving your company culture

• Creating a culture of Continuous Improvement
  • Determining your organization’s current culture – and shaping it to fit your strategy
  • Why culture is the best source of competitive advantage out there
  • Defining your aspirational target culture
  • Leadership alignment: changing leadership behaviours to drive operational excellence
  • Using culture as a fundamental management tool
  • Understanding that what worked in the past may no longer work in the future - and what worked for one company may not work for another 

11:45 am - 12:15 pm Understanding the connection between culture and safety, environmental and financial performance

Kathy McCrum - Vice President, HR & Safety SaskPower
David Loyd - Chief, Safety and Test Operations NASA
•    What’s the link between culture, reliability and Operational Excellence?
•    With so much volatility and risk in hazardous industries today – what impact can culture change can have on safety performance? environmental performance? compliance? nancial performance?
•    Where should the responsibility for changing culture sit in an organization?
•    Can you measure organizational culture?
•    Where do you start when it comes to changing culture?

Kathy McCrum

Vice President, HR & Safety


David Loyd

Chief, Safety and Test Operations

Asset Performance Optimization

10:45 am - 11:15 am Asset optimization: Reducing risk and improving reliability for world class operations

• Creating a greater focus on process safety issues through tools such as risk assessment and risk registers
  • Responding to risk by considering root cause analysis and weekly downtime reports
  • Asset optimization: Framework approach to establishing an asset management and reliability program
  • Evaluating your ‘as-is’ baseline and setting your ‘to-be’ improvement goals - Who should be involved - How to do we measure improvement (Establishing KPIs) - Gaining executive and employee support
  • Applying Operational Excellence tools to enhance asset reliability and performance
  • Addressing reliability and integrity challenges
  • Getting employees at all levels to consistently perform monitoring, root-cause analysis, follow through and more

11:15 am - 11:45 am Long term asset optimization: How Enbridge Gas Distribution is reducing asset risk and realizing optimal value from its assets

Michelle George - Vice President, Engineering and Asset Management Enbridge Gas Distribution
• Balancing costs, opportunities and risks against the desired performance over the life
cycle of our assets
• Effectively deploying capital across all asset classes based on quantitative risk or
• Integrated Management System: Framework approach to establishing an asset
management program
  • • Improving visibility into asset based decision making

Michelle George

Vice President, Engineering and Asset Management
Enbridge Gas Distribution

11:45 am - 12:15 pm 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?

12:15 pm - 1:00 pm Networking Luncheon

EH&S Excellence

1:00 pm - 1:30 pm Laying the foundation for Operational Excellence: Establishing principles and structures that begin with safety - and then applying them to other areas of the business

  • Understanding the link between safety, reliability and Operational Excellence
  • Creating the business case for improved operational discipline
  • Why a foundation of EHS Excellence and Reliability can lead to enterprise Operational
  • Excellence through increased discipline, predictability, and risk management
  • Building a culture of Operational Excellence with standardized processes that lead to
  • integrated operations and management
  • Creating standardized approaches to various business functions: Centralizing
  • knowledge and oversight, while giving exibility in implementation
  • What’s required to be successful?
- Leadership - Culture - Competencies - Skills/ learning/ training 

1:30 pm - 2:00 pm The path to Safety Excellence through Operational Discipline: Balancing the focus on low probability high consequence events with high probability low consequence events to change culture and behaviors

  • 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 

2:00 pm - 2:30 pm Incident management: Why are we still failing to learn?

  • What are we doing differently since Texas City, Macondo and Space Shuttle Columbia?
  • Review of how inadequate ‘learning from incidents’ processes have been identi ed as contributory factors in major accidents
  • What is holding us back from learning from incidents?
  • Understanding the human and organizational factor causes of an incident through appropriate investigation approaches
  • Using multiple opportunities for learning to optimize changes that lead to a lower risk work environment
  • Getting leaders to involve leaders in incident management – the critical role of front line supervision
  • Implementing effective learning - and changing practices for the long haul 
Digital Transformation

1:00 pm - 1:30 pm Accelerating your Digital Strategy – and the Action Plan to Make it Happen

  • What does Digital really mean for your business? Do you truly understand your current position when it comes to your digital transformation?
  • Most executives understand why their companies need to transform, and most have a basic understanding of what must be done. But a fundamental question remains: how do you make it happen?
  • Your transformation will be very speci c depending on where you are on your digital journey. You need to assess your digital maturity and identify gaps relative to your competitors. And you need to understand where digital initiatives can have the greatest impact on their business. 

1:00 pm - 1:30 pm Mastering the Digital Imperative: Applying better analytics to find untapped cost efficiencies

  • Dealing with issues as – or even before – they arise, using actual gures to make fact- based decisions
  • Enabling real-time interaction with the information you need to manage your area of responsibility – whether it’s the entire company or a specific region, field, well, maintenance activity, or opex budget
  • Combining enterprise data with real-time operational data
  • Gaining a real-time perspective of how your operations and asset are doing at any given moment – along with the insight to trigger the right actions needed to maximize operational excellence 

2:00 pm - 2:30 pm Real time performance optimization: Leveraging Arti cial Intelligence in Energy and Utilities

    Using Machine learning and AI for equipment condition monitoring and predictive analytics
    How can a production engineer use this technology to optimize his work day?
    How can AI really drive bottom line benefits for your company?
    What about the risks?

2:30 pm - 3:00 pm Solution Insight Session

Branded as “the best networking session I’ve ever attended” by a number of past Summit delegates, this structured networking session is the ideal opportunity for you to capitalize on time out of the office by speaking to the experts in attendance and learning about the solutions available to your specific OE challenges.
How does it work? It’s easy. You spend seven minutes at a table of your choice, and when the bell rings you’ll be directed to the next one to start another round of networking. At the end of the session you’ll have met most of your peers, and if you haven’t, you can continue into the networking cocktail reception at the end of the day. 
Business Transformation

3:00 pm - 3:30 pm Linking strategy to operations: Understanding the root causes behind process inefficiency

  • Understanding the root causes behind process inefficiency, including issues of strategy and operating models
  • Determining and addressing the biggest constraints on operations optimization
  • Understanding the role of leadership in operational excellence: Identifying the key management hurdles and beliefs that can prevent improvement
  • How decisions of “who does what where” affect your ability to achieve operational excellence
  • How a best-fit operating model may change how you think about operational excellence 

3:30 pm - 4:00 pm Organizational Design: Identifying hidden opportunities for transformational change

  • How can you change your organizational design in such a cost-sensitive environment?
  • Identifying the strategic value levers and performance improvement opportunities in your company
  • Reassess what OE means in the current market conditions
  • How can we better align the business to the ‘new normal’?
  • Setting clear goals and targets for operations excellence
  • Aligning leadership and the rest of the organizations 

4:00 pm - 4:30 pm Sustainable Business Models: Redefining what is core

  • Prioritizing OE plans to focus on the highestimpact items in alignment with the company’s vision and objectives
  • How to build a compelling case for your organization to implement OE principles
  • How to balance long-term objectives with shortterm market pressures
  • How to ensure cross organizational collaboration across assets and functions
  • Which approach to use to develop and implement a successful and long-lasting Operations Excellence program?
  • Why operational excellence is not one size fits all
  • Measurement: ensuring you have the right metrics and calculations in place and that they are rooted in the methodology framework you choose 
Human Centred Operational Excellence

3:00 pm - 3:30 pm Leading Millennials to Operational Excellence

Everyone seems to have an opinion about the Millennial Generation – positive, negative,or otherwise. Regardless of your opinion, it is dif cult 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 re ects 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

3:30 pm - 4:00 pm 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 o 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

4:00 pm - 4:30 pm Building the business transformation capabilities 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 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

4:30 pm - 5:10 pm A large scale, complete turn-around transformation case study: How Veolia drives significant efficiency and growth from their courageous business process and architecture re-engineering project

Cristian Matei - Head of Business Transformation Veolia Group
Irina Munteanu - Chief Financial Officer VEOLIA Romania
Mihai Savin - Deputy General Manager & Business Process Re-engineering Project Director Apa Nova Bucharest - Member of 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 organizational architecture to achieve higher business performance
  • Putting necessary tools and methodologies in place to transition from opinion-based leadership to a data-driven organisation
  • How to design continuous improvement management processes to continuously exceeding all stakeholders’ expectations while creating the self-sharpening organization 

Cristian Matei

Head of Business Transformation
Veolia Group


Irina Munteanu

Chief Financial Officer
VEOLIA Romania


Mihai Savin

Deputy General Manager & Business Process Re-engineering Project Director
Apa Nova Bucharest - Member of VEOLIA Group

5:10 pm - 6:00 pm Innovation Acceleration: Ideas, Methods and People

Jose Pires - Global Excellence & Innovation Leader Andeavor
In a fast changing world, how do you build a culture where extraordinary innovation becomes ordinary? A culture that lasts and consistently delivers exponential leaders, growth and value creation. The key ingredients to innovation acceleration are not what you see portrayed most often in themedia. Great, enduring organizations know what it really takes to create and, most importantly, scale innovation. We will explore how to blend disciplined innovation methods with elements of venture capitalism, crowdsourcing and collaborative leadership to deliver rapid and sustainable business improvements and innovations in any industry.

Jose Pires

Global Excellence & Innovation Leader

6:00 pm - 6:00 pm Networking Cocktail Reception for all Conference Attendees, Speakers and Sponsors