Registration Opens and Refreshments are Served

Opening Remarks from the Co-Chairs

Katie Dempster
Vice President - Business Development, Energy, Operations & Maintenance
AECOM

Frank Engli
Senior Advisor, Maintenance & Turnaround
Becht

ROUNDTABLE DISCUSSION

Calculating the Real-Life Consequences of Deferring Your Shutdown: Lessons Learned During the Pandemic Response

• Pros and cons of deferred shutdowns, regulatory requirements, financial and strategic considerations
• What’s the contingency plan to manage projects that were deferred or cancelled in 2020; cost considerations, new protocols and scope adjustment
• How were timelines managed and are there key takeaway strategies? What worked, what didn’t, and what is the game plan for the future?

How to Avoid the Top Ten Pitfalls: Pressing Pause on Projects, Stopping, Starting and Re-Starting

• Evaluating options and addressing the risks for continuing or suspending turnarounds
• What did you do to ensure restart ability?
• Putting contractors on hold
• Stopping work in the field
• Tracking the documentation flow so you don’t lose work

Networking Refreshment Break and Exhibit Hall Demos

LIVE AUDIENCE POLLING

How to Identify the Right Scope and Mastering Scope Development: A Practical Analysis with Three Complex Scope Scenarios and How to Manage Them

Part I.

• Accounting for scope changes from deferred events due to Covid-19; cost and schedule overruns and new protocols
• Required inspections, duration, and deadlines to define scope development
• Routine minimum outage inspection requirements, job plans and cost plans
• Capital projects, improvement projects and defining critical path and duration

Part II.

Delegates will be taken through different scenarios and will participate in live audience polling.

• One: The big shutdown
• Two: The surgical scope
• Three: Single-point vulnerability

Turnaround Case Study: Achieving Success through Transformation

Ron Bettin
Turnaround Director (Contract)
Energy Transfer Canada

Blair Ford
Turnaround Manager
Energy Transfer Canada

This session will highlight how the turnarounds at 2 large sour gas plant facilities were completed for the first time ever, on-budget, ahead of schedule, safely and during COVID-19.

• Assessing risk, scope, planning & scheduling, cost controls and how transformation was achieved
• What basic principles were applied to meet and exceed timelines and keep costs under control?
• How were benchmarking tools used?
• Strategies to develop a high-performance team
• What best practices were used to manage the challenges of COVID-19?

Networking Luncheon and Exhibit Hall Demos

KEYNOTE ADDRESS

Outlook for Alberta’s Energy Sector and Impacts on Skilled Labour Supply and Demand

• Gaging economic growth in Alberta and projected maintenance and construction growth
• Assessing the impact of deferred projects due to the pandemic on skilled labour requirements
• Evaluating areas of growth in construction and maintenance employment across Canada and regions where activity is expected to recede

Effective Contractor Management Strategies: Dos and Don’ts in Hiring, Scheduling and Compensating

Paul De Jong
President
Progressive Contractors Association of Canada (PCAC)

Richard Venerus
CEO
Venerus Advisory Partners
Co-Chair/Collaborative Contracting Committee (COAA)
Founder of the Collaborative Contracting Community

• How does “collaborative contracting” work and is there an approach for turnarounds?
• Setting clear expectations and reach agreements on scope, costs, hours, safety, quality and control of subcontractors
• Enlisting contractor buy-in to engage all parties and render accountabilities
• Maintaining consistency of contractors throughout the project
• Reaching agreed contract terms and render accountabilities

Networking Refreshment Break and Exhibit Hall Demos

The Fight for Talent: How to Attract and Retain a Skilled Workforce Amid Changes to Alberta’s Workplaces Act

Jayson Bueckert
Regional Director, Fort McMurray and Wood Buffalo
CLAC

Rayna Oryniak
President- Board of Directors
Calgary Women in Energy

Shauna Holmes
Director of Technical Education
Calgary Women in Energy

• Anticipating greater competition when negotiating collective agreements under Bill 32, Division 7.1
• Managing the challenges of labour availability and geographic restrictions
• Attracting under-represented people to the skilled workforce – What works?

PANEL

How to Conduct an Effective Risk Assessment and Develop a Crisis Management Plan

Ian Farrell
Specialist, MM/TAR, Shutdown, Turnaround, Outages- Maintenance & Reliability Upstream – Thermal, Major Projects & Offshore
Cenovus

• Identifying your weaknesses and mitigating your risk potential
• What to do in the first 24 hours of a crisis and the first 2 weeks
• What makes you agile?
• Maximizing your resources

Closing Remarks from the Co-Chairs and Conference Adjourns

Casino Cocktail Reception
Relax, unwind and join us for a night of fun, games and great prizes at our annual Casino Cocktail Reception!

Registration Opens and Refreshments are Served

Opening Remarks from the Co-Chairs

Katie Dempster
Vice President - Business Development, Energy, Operations & Maintenance
AECOM

Frank Engli
Senior Advisor, Maintenance & Turnaround
Becht

AUDIENCE PARTICIPATION - Cost Control Scenarios

Cost Control: Where Shutdown Managers Over Spend and How to Effectively Forecast and Minimize Costs

Josh Davey
Manager, Turnaround
Inter Pipeline Ltd.

Join this new session where delegates will be taken through different case study scenarios and will participate in live audience polling.

• Calculating the costs of surgical outage versus a 40-day outage
• Measuring how much work you can afford and estimating the right level of contingency
• Forecasting your budget and how to control variables

Scenarios:

• One: Outsourcing, contracting and consulting costs
• Two: Storage costs
• Three: Tracking and reporting costs

The Art of Effectively Communicating with Your Team for Optimal Results

Vanessa Goodman
Manager, External Relations
North West Redwater Partnership

• Engaging your team and getting results
• Getting the message up and down the chain of command
• Breaking down silos and working more effectively across departments

Improved leadership Through Positivity and How the Right Key Performance Indicators Will Guide Your Vision

Merrick Zemp
Mechanical Supervisor
Mercer Celgar

• Discuss research regarding Positive leadership/feedback
• Examples of different leadership styles and results
• Steps to follow moving forward to incorporate positivity into your shutdown
• How the company vision can maintain traction with positive influence

Networking Refreshment Break and Exhibit Hall Demos

Interactive Safety Exercise and Hypothetical Scenarios for Identifying Who is at Risk?

Jessica DiSabatino
Vice President
My Safe Work

Don’t miss this interactive session that will pinpoint risk factors in your company and processes and will bring home the real-life safety concerns that need to be addressed.

PANEL

Action Plan for Upgrading Company Safety Policies Post COVID-19

• Identify weaknesses in traditional safety procedures and evaluating how a health crisis made the industry stronger
• What pandemic policies should be integrated into everyday work?
• What strategic planning can take place in the event of a similar crisis
• How to manage safety with a downsized crew
• How to manage safety with an offsite maintenance supervisor

Networking Luncheon and Exhibit Hall Demos

Rebuilding a Robust Supply Chain Post COVID-19: Resilient Resourcing Strategies

James Wright
Senior Manager, Capital Procurement
Nutrien

Johnathan Finlayson
Project Logistics Director, Canada
Geodis

• Lessons learned from managing the turnaround supply chain during the pandemic; how did we do things differently and what protocols will continue?
• Exploring the constraints for procuring resources given global supply disruptions due to overseas port closures
• What measures should be put in place for timely delivery of equipment and supplies?
• Preparing for cost increases and changes to make when procuring resources

How to Leverage Technology, Safety and Scheduling from Your Remote Office: Analyzing the Unique Challenges of the Virtual Shutdown Workforce

• Onboarding employees with work-from-home tech and training
• Implementing operational change management systems for fluid inter-departmental communication
• Recognizing the telltale signs of a distracted employee
• Discussing survivor guilt following a company layoff or transition
• Dealing with employee burnout and workload
• Pandemic-related challenges – including workface distancing, site logistics, higher absenteeism and public health concerns

Networking Refreshment Break and Exhibit Hall Open

CLOSING PANEL

Top 5 Action Items to Capture During Post-Mortem Review

Colin Xander
Corporate Turnaround Manager
Chevron Phillips Chemical

• Best practices to ensure lessons learned are captured post-turnaround
• Implementing a 360-degree postmortem to see the outage from all department perspectives
• Capturing lessons learned and employee grievances in the moment for immediate improvements
• Reviewing lesson learned forms on a 48-hour rotation during an outage

Closing Remarks from the Co-Chair and Conference Concludes