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

Opening remarks from the Co-Chairs.

KEYNOTE ADDRESS

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

Bob Collins
Chief Economist
BuildForce Canada

• 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

LIVE AUDIENCE POLLING

Controlling the Turnaround Event Scope – Thinking Beyond the Scope Challenge

Frank Engli
Senior Advisor, Maintenance & Turnaround
Becht

• The reason we care about scope control
• The typical approach, using scope challenge and change control
• Typical weaknesses with scope challenge and ways to fix them
• Typical weaknesses with scope change control and ways to fix them

Networking Refreshment Break in Exhibit Hall

Rethinking Turnarounds: Pursuing Perfect

Roger Laing
Vice President
RLG International

This session will examine shifts in mindset and methods that engage both company and contractors in sustainable step-change for TA planning and execution.

• Obligation to invitation: The role of TA leadership in declaring bold expectations for process, practice and behaviors
• From TA to Site: Ensuring that all stakeholders are committed to their part of event success
• Accountable to committed: How to engage and much broader group of stakeholders in the pursuit on aggressive outcomes in cost and duration
• Making learning a habit at every stake; How variances from plan can inform activity in the short and long-term

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 for Speakers and DelegatesExhibit Hall Demos

Calculating the Real-Life Consequences of Deferring Your Shutdown and Lessons Learned during the Pandemic Response: Preparing for the Next Normal

Carl Souchereau
Managing Director
Asset Performance Canada

1. How We Got Here
   • Experiences from the Workface 2020-2021
   • Industry performance benchmarks from the height of the pandemic response
2. The Cost of Deferring Work
   • COVID-19 and the cost of business index
   • The risk and cost of deferring work scope
   • Alternatives to wholesale deferment – Tailored scope development and optimization and execution strategies
3. Factoring the Time and Monetary Cost of COVID-19 Protocols
   • Best practices and formulas for adjusting schedule and budget
   • Making early decisions – saves the budget
4. Additional Lessons Learned from the Pandemic

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 BreakExhibit 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
Calgary Women in Energy

Shauna Holmes
Director of Technical Education
Calgary Women in Energy

• Managing the challenges of labour availability and geographic restrictions
• Attracting under-represented people to the skilled workforce
• Addressing challenges including:
  • COVID restrictions and mandates
  • CERB
  • Workers returning to homes outside province
  • Employee burnout and mental health
  • Remote work preference
  • Work stress – commuting, working increased hours, work-life balance
  • Attracting, supporting and retaining more women, indigenous peoples, visible minorities and under-represented people into the skilled work force
• Exploring workable solutions

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

Henry Goldstein
Manager HSE
Energy Transfer Canada

Colin Xander
Corporate Turnaround Manager
Chevron Phillips Chemical Company

Merrick Zemp
Mechanical Supervisor
Mercer Celgar

• 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 AdjournsCasino Cocktail ReceptionRelax, 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

Opening remarks from the Co-Chairs.

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 best practices and will participate in live audience polling.

• Calculating the costs of surgical outage versus a 40-day outage
• Forecasting your budget and how to control variables
• Cost analytics

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

VENDOR SHOWCASE

Temporary Sour Water Treatment Plan to Allow Refineries to Stay Online During a Process Upset

Brenden Meston
Business Development Manager
AMGAS Services Inc.

Steve Martinson
Vice President
AMGAS Services Inc.

AMGAS CLEAR removes H2S from sour water without adding any additional H2S scavenger to the water itself improving the overall cost of treatment and not affecting the downstream water treatment plan.

This solution works extremely well when the sour water strippers are at capacity, but additional water loads need to be treated. Varying levels of H2S and other containments can easily be handled along with large water volumes.

Networking Refreshment Break in Exhibit HallExhibit Hall Demos

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

PANEL

Action Plan for Upgrading Company Safety Policies Post COVID-19

Teresa Waddington
Asset HSSE Manager
LNG Canada

Lisa Stephenson
Manager of Industry Development and Support
Energy Safety Canada

Dale Hartery
SH&E Senior Director – Energy, Operations and Maintenance
AECOM

• 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

Networking Refreshment Break and Exhibit Hall Open

Capturing Lessons Learned to Improve Turnaround Performance Now and In the Future

Colin Xander
Corporate Turnaround Manager
Chevron Phillips Chemical Company

• 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 daily during an outage

Closing Remarks from the Co-Chairs and Conference Concludes