Registration – Coffee and Refreshments Available in Exhibit Area

Opening Remarks from the Conference Co-Chairs

KEYNOTE PRESENTATION

Pursuing Excellence and Learning Resiliency – Why Turnaround Events are like Running the Iditarod Sled Dog Race

Ron Bettin
President and Principal Consultant
Adduco Inc.

Aaron Peck
Iditarod Musher
Elevation Sled Dog Adventures

The historic Iditarod Trail Sled Dog Race is known as “The Last Great Race,” where man and dog race 1,510 kilometers across the remote Alaska wilderness from Anchorage to Nome.

Racing the Iditarod has many similarities with a turnaround event. Planning starts early and includes getting a team together to support the many tasks to plan, schedule and prepare for the race. The process includes long-lead ordering, complicated logistics to get the dogs and sled to Alaska, and stage supplies for use during the event. The dog sled and equipment must be in top condition for the race, with all contingencies thought through. Much like a shutdown, the year of planning climaxes with 8 to 15 days of intense execution when the musher will find out if all the hard work of preparation will pay off. And not unlike a shutdown event, the musher must deal with uncontrollable factors like weather, equipment issues, hazards, and other “found” tasks that require real-time decision-making to ensure that the team can stay on their critical path.

FOCUSED SESSION

Cost Control – How to Accurately Forecast Project Spending and Minimize Costs

Colin Xander
North America Turnaround Director
INEOS Styrolution (USA)

• How budget forecasting can be utilized for controlling costs
• Estimating the right level of contingency necessary and how to increase the likelihood of including this in the project budget; how to apply contingency funding when problems arise
• Designing a robust cost tracking system and developing a daily reporting procedure to determine how the budget is performing compared with tasks completed

Networking Refreshment Break in Exhibit Hall
Sponsored by

FOCUSED SESSION

Controlling Turnaround Scope – Essential Steps to Running a Leaner Shutdown

Ian Farrell
Specialist, Turnaround, Turnarounds & Regulatory Planning – Maintenance & Reliability
Cenovus Energy

André Moffett
Event Superintendent – Turnaround
Northwest Redwater Partnership

Eric Michaud
Sr. Program Manager, Turnarounds
Nutrien

• Developing a solid planning strategy using risk-based scope reviews
• How do you ensure rigorous scope reviews and scope listing?
• What steps can be taken to manage addendums to the work list and insure minimizing the ‘forgotten’ work?
• Effective challenging of the work scope to eliminate unnecessary jobs
• Ensuring a timely process and optimizing the planning efforts to develop a scope list
• Assessing the inclusion of scope rather than the exclusion of scope, based on the probability of an incident occurring and the impact of the occurrence
• Explore best practices around when scope must be frozen to decrease costly discovery work

CASE STUDY

Lessons Learned from a Highly Successful Refinery Turnaround

Erik Sullivan
Engineering & Maintenance Manager, Renewables
Tidewater Midstream - Prince George Refinery

This session will discuss the challenges and lessons learned from a highly successful turnaround at the Tidewater Prince George refinery. Scheduled on a four-year cycle, the turnaround was completed on time and on budget, with the maintenance investment representing the majority of Tidewater’s 2023 capital budget.

CASE STUDY

A Mental Health Journey During a Challenging Turnaround Event

Jason Woodward
Turnaround Event Manager
Shell Canada Ltd.

This session will discuss how the team at Shell Canada’s Sarnia Manufacturing Centre (Shell Corunna Refinery) coped with a challenging turnaround following the 2-year pandemic.

• Strategies that helped to establish resiliency through a challenging turnaround environment; what worked, what didn’t, and what did we learn?
• Managing external influences and their impact on focus, safety, and well being
• Establishing work/life balance during the execution phase

Networking Luncheon
Sponsored by

PANEL

Engaging Your Contractors to Develop and Review Turnaround Plans – Assuring Readiness to Execute Work Scopes

• 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

SPONSOR INNOVATION SPOTLIGHT

The Future of Industrial Safety: Leveraging Technology to Improve Safety Culture

Tadeo Huerta
Senior Solutions Manager
Detect Technologies

• Assessing the challenges faced by project teams to monitor worker safety during turnarounds and projects
• What are the limitations of traditional methods to monitor safety?
• Leveraging tools such as AI to enable project teams to better monitor worker safety and improve the safety culture of facilities
• A case study from Detect Technologies on how their T-Pulse® platform helped in decreasing Total Recordable Case Frequency (TRCF) at an industrial facility in Canada

Networking Refreshment Break in Exhibit Hall

INTERACTIVE SESSION

Effective Risk Management and Developing a Successful Risk Assessment Plan

Ron Harry
Director of Business Development & External Relations
Construction Maintenance Allied Workers

Frank Engli
Senior Advisor, Maintenance & Turnaround
Becht

• Effective non-technical risk management (relationships between all parties) prior to turnaround especially qualitative risk.
• Organizations continually underestimate the risk related to not having on going non- technical risk assessment.
• Create a tripartite model that involves contractors, unions, and clients.
• Explain what the tripartite model looks like and how does it function.

SPONSOR INNOVATION SPOTLIGHT

PRACTICAL LEARNING

Turnaround Postmortem – Capturing Lessons Learned to Improve Turnaround Performance

Kevin Best
Turnaround Manager
BP

Scott Curry
Director Engineering
Paper Excellence Canada

Paul Kristensen
Manager Maintenance
Pembina Pipelines Corporation – Redwater Fractionation & Storage Facility

Colin Xander
North America Turnaround Director
INEOS Styrolution (USA)

• Reviewing lesson learned forms on a daily basis during an outage
• What are the key lessons learned from the summary report?
• Defining the opportunities to improve the shutdown for next time
• Incorporating documentation to ensure the quality of the start-up procedure

Closing Remarks from the Co-Chairs and Conference Adjourns

Registration – Coffee and Refreshments Available

Opening Remarks from the Conference Co-Chairs

FOCUSED SESSION

The Energy Transition: Best Practices for Reducing the Carbon Footprint in a Turnaround

Walter Pesenti
Vice President, Mechanical Engineering
NOVA Chemicals (USA)

This session will discuss what turnaround managers can do to extend the life of an asset to become more efficient, use less fuel and create fewer emissions.

• What role can reliability and maintenance play in the effort to decarbonize and comply with ESG regulations?
• What steps can you take in your turnaround to reduce power and optimize temperature and energy control?

CASE STUDY

Introducing Structure and Documented Work Practices to Support Turnaround Effectiveness in an Expanding Facility

Les Barber
Senior Consultant
LRB4 Solution

Paul Kristensen
Manager Maintenance
Pembina Pipelines Corporation – Redwater Fractionation & Storage Facility

In this session, we will discuss:

• Site Evolution – how the facility and size of the work force has grown; the need to go from small facility work processes and word of mouth communication to larger facility work processes and documented practices
• Strengthening the safety framework as a foundation for turnaround improvements – the story of what we have done with safe work practices to create a base to work off in turnarounds
• Establishing a turnaround management process as an anchor point for the organization – our journey so far with the sponsor team, the milestone plan, and the core TA team mandate
• Building the key turnaround work practices to set expectations and facilitate alignment – what we have done with work scope and job packages and the efforts to ensure all the pieces mesh together
• Next steps – where are we going next in the transformation of our work processes to deliver a predictable result

SPONSOR INNOVATION SPOTLIGHT

Networking Refreshment Break in Exhibit Hall

Finding Solutions to Your Labour Resource Challenge: Case Study from Women Building Futures and Dow Chemical

Carol Moen
President and CEO
Women Building Futures

Ragen Dvernichuk
Maintenance & Engineering Director
Dow Alberta Operations

In this session WBF will share how they partnered with Dow on their last turnaround to prepare 10 women to work in various roles on their turnaround and then connect them to full time opportunity with Dow and their contractors.

PANEL

Tackling the Labour Resource Challenge and Developing Initiatives to Retain Talent

Grace Corry
President
Calgary Women in Energy (CWiE)

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

Shandra Linder
Principal/Owner
Linder Industrial Relations Consulting

Carol Moen
President and CEO
Women Building Futures

Networking Luncheon for Speakers and Delegates

CASE STUDY

Preparation for Startup and Planning for Unplanned Events at a New LNG Processing Facility

Pedro Rangel
Turnaround Specialist
LNG Canada

Learn the strategies and plans for a turnaround at a new facility currently under construction.

This session will discuss:

• Development of the turnaround charter and the turnaround pre-launch
• Detailed planning, final development, pre-outage, post-outage and close-out
• Engagement of stakeholders in designing each stage of the process and ensuring alignment

Networking Refreshment Break in Exhibit Hall

CASE STUDY

The Journey of Converting Coal Facilities to Natural Gas and What This Means for Maintenance and Turnarounds

Dale Peck
Fleet Asset Reliability Specialist
TransAlta Corporation

Marina Van Koughnett
Manager Asset Management System, Governance and Compliance
TransAlta Corporation

Exploring the steps taken to reduce greenhouse gas emissions with the closure of coal assets and conversion to natural gas and how this has impacted asset management, operations, maintenance and turnarounds.

• Planning for the closure and shutting down the mine site and the retirement of key assets
• Exploring new roles for employees, and the necessary changes from managing large coal and gas facilities to smaller and more diverse renewable assets
• Discussion of the changes, how the company has evolved and how the changes have impacted workers

This session will discuss how to manage your organization’s large-scale change, the impact on employees and on asset management practices.

Closing Remarks from the Chair and Conference Adjourns