June 14-16, 2009 - Shutdowns - Turnarounds - Outages - STO ...

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June 14-16, 2009 - Shutdowns - Turnarounds - Outages - STO ...

Shutdowns

Turnarounds

Outages

June 14-16, 2009

InterContinental Hotel & Resort

Houston, Texas

Produced by:


A letter from Eventure Events

With enormous financial and safety risk at hand, organizations that conduct shutdowns, turnarounds and outages (STO) must get together

cross industry to discuss best practices, share ideas and find solutions. At Eventure, we have created an extraordinary opportunity for

companies just like yours to unite for three days of exploration and growth. We invite you to share in this third annual event with us and

discover the strategies that will help you realize true shutdown management efficiency and effectiveness.

STO 2009 will bring together key STO thought leaders and professionals from a number of industries who share the common goal of

delivering shutdowns on time, within budget and with safety as a number one concern. We encourage you to take advantage of this

opportunity to gain forward-thinking advice and valuable tips and tricks that you can bring back and implement at your organization,

bringing significant improvement to your bottom line.

As a staff and company, it is our philosophy to not only deliver an event, but to build communities and provide unique experiences.

We are committed to working diligently as your partner and ensuring that you receive the support you need to make the most of

your STO 2009 experience.

We are delighted to welcome you to the STO community.

Warmest regards,

Steve Sinkoff

President & CEO,

Eventure Events, LLC.

Share ideas

TO ake action

ptimize results

Keynote Presentations

Monday, June 15, 2009

Reliability and Maintenance in a Recessionary

Market: Cut Costs or Improve Reliability?

Christer Idhammar, President & CEO, IDCON, INC.

Lean Shutdowns—How to Cut Fat and

Do the Right Thing

Joel Levitt, President, Springfield Resources

and Acclaimed Author

Tuesday, June 16, 2009

In today’s Business Climate, You Can’t

Afford to Be Short Sighted

Steve Telford, Outage and Work Management

Solutions, LLC (Retired, INPO)

Leading Practice—In Search of the

Perfect Shutdown

Ben Devries, Principal Advisor, Shutdown and

Work Management, Rio Tinto Energy America

A Perfect Storm Hits the STO Workforce

Terry Wireman, Senior Vice President,

Vesta Partners and Acclaimed Author

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CONFERENCE LOCATION

Key event features

STO 2009 is North America’s most comprehensive program dedicated

to the full lifecycle of shutdowns, turnarounds and outages (STO). The

program was designed to provide thought-provoking insight for improving

STO efficiency and effectiveness by using forward-thinking solutions and

innovative technology.

STO 2009 will give you direct access to dozens of industry thought leaders

and first-hand knowledge of what others have done to solve critical STO

challenges. By attending, you become part of a community that is dedicated

to sharing ideas, improving skills and discovering solutions.

InterContinental

Hotel & Resort

Houston, Texas

Book now to receive the

special conference rate.

Eventure Events has arranged a special conference

hotel rate of $179 + tax per night, pending

availability. Attendees wishing to come earlier or

stay later (3 days prior to June 14 and/or 3 days

after June 16) may be able to take advantage of this

special rate by booking early (based on availability).

Accommodations must be made through the

InterContinental directly.

Two ways to book your accommodations:

Call the hotel: .

888-233-0368 (use promotional code STO 2009)

Book online: .

Please go to the hotel’s website at .

www.houstin.intercontinental.com and click on the

“Book your experience online” link (in blue on the

top right section of the page). Enter code DW3 in

the group field.

For more information regarding flights and ground

transportation, please visit www.STOconference.com.

Key event features:

Real-world case studies that show first-hand how shutdown solutions

have been successfully implemented at asset-intensive industries just

like yours

Extensive networking with hundreds of professionals in the STO arena

A compelling agenda offering you in-depth content and covering the full

lifecycle of STOs

Brainstorming and open discussions

Exhibits from top technology and service providers specializing in best

practices for shutdowns, turnarounds and outages

Optional, half-day subject-specific workshops to help you dive deep into

the subject matter that interests you most (see page 10 for details)

Who should attend

STO 2009 targets organizations from asset-intensive industries that plan,

schedule and run shutdowns, turnarounds and outages. These businesses

span a variety of industries including, but not limited to, Oil & Gas, Chemical,

Food & Beverage, Automotive, Mining, Milling, Healthcare, Aerospace &

Defense, Pharmaceuticals and Pulp & Paper.

STO 2009 is designed for leaders, managers and directors of:

Operations

Maintenance

Finance

Reliability

Human Resources

Facilities

Engineering

Technology

Workshops

Choose from three half-day,

subject-specific workshops, which

are packed with valuable content.

Don’t

Miss!

Don’t miss your opportunity to dive deep into

the subject matter that interests you most.

All workshops are optional and separately

bookable. For more information, please

see page 10.

What’s inside...

Keynotes.....................................2

STO 2009 Features...................3

Who Should Attend................3

Who You'll Meet.......................4

Key Areas of Focus..................4

Conference Schedule.............5

Schedule Details..................6-9

Workshops..............................10

Sponsors..................................11

Registration Form.................12

www.STOconference.com

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key areas of focus

Shutdown Strategy

Scope and Frequency

Work Management Processes—Lifecycle

Work Identification

Work Planning

Work Scheduling

Work Execution

Work Control and Analysis

Close-out

Contractor Management

Systems and Technology

Budgeting and Cost Management

Organization

EH and S

Shutdowns

Turnarounds

Outages

Who you’ll meet

Outage and turnaround managers from hundreds of companies across

North America and beyond

Professionals from every sector of asset-intensive industries (Chemical, Oil

& Gas, Utilities, Public Sector, Aerospace & Defense, Mining, Milling, Auto, etc.)

Turnaround practitioners and corporate turnaround executives

Maintenance professionals and experts specializing in planning and

scheduling, reliability, quality and inspection

Industry veterans who have significantly contributed to turnaround

processes and who have demonstrated a high degree of technical and

practical knowledge through their practice

What you’ll take away

STO 2009 will provide practical, forward-thinking advice and solutions, as well

as tangible best practices from subject matter experts and thought leaders in

the shutdown arena.

Strategies to control scope and achieve business goals

A logical understanding of efficient STO planning and scheduling procedures

Best practices for contractor management

Tips on creating an effective STO communication strategy

Effective strategies toward forward-thinking STO best practices

STO solutions focused on planning cycles, strategies and execution

Practical, easy-to-apply advice and solutions to quickly improve your

bottom line

Expertise from STO thought leaders, subject matter experts and

companies who have successfully solved real problems with shutdowns,

turnarounds and outages

ABB

ABB New Zealand

Afton Chemical Corporation

Agrium

Air Liquide America

Alberta Envirofuels Inc.

Alberta Pacific Forest Industry

Alliant Techsystems

Amistco Separation Products, Inc.

ARC Advisory Group

ArcelorMittal Steel

Archer Daniels Midland

Arizona Electric Power Cooperative

Asset Performance Networks

ATA/AEDC

Babcock & Wilcox Company (B&W)

Bayer HealthCare Pharmaceuticals,

Inc.

Bayer Material Science

Bechtel Power Corporation

BHP Billiton

Bigge Crane & Rigging Co.

Birmingham Water Works and Sewer

Board

BP America

BP International

Bridgestone/Firestone Inc

Canadian Natural Resources

Carmeuse North America

Carver PA Corporation

CAT Rentals

CH2M Hill

CHAMPS Software, Inc.

CITGO Petroleum

Colorado Springs Utilities

ConocoPhillips

Consumers Energy

CostPoint Management

CPM Solutions Ltd.

Deere & Company

Delta Project Management

Companies in the STO community

Desselle-Maggard Services

Dominion Virginia Power

DuPont Engineering

Dyno Nobel

Eastman Chemical Company

Emerson Process Management

Energy Central

EPCOR

ERCO Worldwide

EST Group, Inc.

Exelon

ExxonMobil Chemical

ExxonMobil Refining

Faithful + Gould

FirstEnergy

Fluor Corporation

FMC Corporation

Foster Wheeler

Freeport-McMoRan

Gallatin Steel

GCC Dacotah, Inc.

General Physics Corporation

Graphic Packaging International

Hawk Consultants, LLC

Henkel Corporation

Hovensa LLC

HSE Integrated Ltd.

IBM Maximo

IDCON, Inc.

Iluka Resources

Independent Consultant

International Paper

InterPlan Systems Inc.

Jacobs Engineering Group, Inc.

Johns Manville

KAP Project Services

Kepner-Tregoe, Inc.

Kerneos, Inc.

Knowledge Relay

Kraton Polymers

KurMeta Group

Life Cycle Engineering

Lincoln Electric System

Lion Oil Company

Lorillard Tobacco Company

Luminant Power

Maintenance Technology Magazine

Malcolm Pirnie, Inc.

Management Controls, Inc.

Merck

Meridium Inc.

MillerCoors LLC

Mirant Corporation

Motiva Enterprises

Murphy Oil

National Heat Exchange

NDS Division of PWC

Nigerian National Petroleum

Corporation

Nooter Construction

Noria Corporation

Northern Indiana Public Service

Company (NIPSCO)

NOVA Chemicals

NRG Energy

Nucor Steel

Ontario Power Generation

Outage and Work Management

Solutions, LLC

Pacific Gas & Electric Company

PacifiCorp

Petro Canada

Petrobras

Pipeline Software, Inc.

Plant Services Magazine

Primavera

Process Safety & Reliability Group

Process Technical Services

Project Assurance

Prometheus Group

Public Service of New Hampshire

Reliable Plant Magazine

Reliant Energy

Revere Inc.

Richard Palmer & Associates

Rio Tinto Alcan

Rio Tinto Energy America

Rio Tinto Minerals

Rohm & Haas Chemicals

SAP Labs

SaskPower

Saudi Aramco

SOALogix, Inc.

Society for Maintenance & Reliability

Professionals (SMRP)

Southern Company

Sunbury Generation

Suncor Energy

Sunoco, Inc.

Synterprise

System One Holdings, LLC

TEAM Industrial Services, Inc.

Teledata Informatics Ltd

The Dow Chemical Company

The Equity Engineering Group

The Shaw Group

ThyssenKrupp Safway Inc.

Topaz Power Group

Total Safety US

TransAlta

Trinovis Software

Tri-State Generation & Transmission

Association, Inc.

Turnaround Management Company

US Foundry & Manufacturing Corp.

Valero Energy Corporation

Verso Paper

Vesta Partners

Western Refining

Westlake Chemical Corporation

Wyeth

Zachry

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Conference Schedule

See pages 6-9 for session details.

Sunday, June 14 — Arrival Day

Workshops

1:00 - 5:00

Workshop 1:

Outage Planning: Putting the Horse Before the Cart.

Presented by: Tim Kister, Planner/Scheduler SME,

Life Cycle Engineering

Workshop 2:

Managing Maintenance Shutdowns and Outages.

Presented by: Joel Levitt, President,

Springfield Resources

Workshop 3:

Strategies to Overcome Craft Shortages and

Maximize Field Productivity .

Presented by: Bobby Singh, President, Project Assurance

6:00 - 7:30 Registration, Welcome Reception & Exhibition

TRACK 1 TRACK 2

7:30 - 8:30 Breakfast

Monday, June 15 — Conference Day 1

8:30 - 8:45

8:45 - 9:30

Welcome and Opening Address

Keynote: Christer Idhammar, President & CEO, IDCON, INC.

Reliability and Maintenance in a Recessionary Market: Cut Costs or Improve Reliability?

9:30 - 10:30 Morning Break and Exhibition

10:30 - 11:30

11:45 - 12:45

Understanding Future Events and Their Consequences.

Brian Heinsius, Maintenance Manager.

Rio Tinto Energy America

TA Management Model and Beyond: Learning from the Past for .

Building the Future

Chris McKay, Turnaround Coordinator, Agrium - Carseland .

Nitrogen Operations

12:45 - 2:00 Lunch and Exhibition

2:00 - 3:00

3:15 - 4:15

The Partnership Organization—Bringing Operations, Maintenance and

Engineering Together in an Effective Work System.

Christer Idhammer, President & CEO, IDCON, INC.

Let’s Not Make the Same Mistake Again—Tools and Methodologies for the .

Next Generation of STO Managers

Steve Telford, Outage and Work Management Solutions, LLC (Retired, INPO)

4:15 - 4:45 Afternoon Break and Exhibition

4:45 - 5:45

Keynote: Joel Levitt, President, Springfield Resources and Acclaimed Author .

Lean Shutdowns—How To Cut Fat and Do The Right Thing

I

B

I

I

Transitioning to World-Class Turnaround Management—Step-by-Step Journey

to a Successful Turnaround.

Gary Boyd, Turnaround Manager, Marathon Oil.

Bobby Singh, President, Project Assurance

Glowing Safety Results During Nuclear Plant Outage.

Michael Button, Maintenance and Modifications Manager.

Tennessee Valley Authority.

Jack Balsamo, Principal Consultant, Behavioral Science Technology Inc.

How to Manage Scope for TAR’s.

Walter Pesenti, Turnaround Team Leader, BP.

Ian Griffiths, Operations Director, Faithful + Gould

Schedule Choreographing of an Outage.

Gary Smith, CMRP, Reliability Lead, Weyerhaeuser Company

I

I

I

I

5:45 - 9:30 Exhibition, Drinks & Dinner

Tuesday, June 16— Conference Day 2

7:30 - 8:15 Breakfast

8:15 - 8:55

8:55 - 9:35

Keynote: Steve Telford, Outage and Work Management Solutions, LLC (Retired, INPO).

In Today’s Business Climate, You Can’t Afford to be Short Sighted

Keynote: Ben Devries, Principal Advisor, Shutdown and Work Management, Technology and Innovation, Rio Tinto Energy America.

Leading Practice—In Search of the Perfect Shutdown

9:35 - 10:05 Morning Break and Exhibition

10:05 - 11:05

11:20 - 12:20

Caring About Your Workers—The Path to Zero Injuries.

Kevin Cadieux, Turnaround Coordinator, Alberta Envirofuels Inc.

Key Strategies for Knowledge Transfer & Retention .

Kenda Knight, President, KC Knight Consulting LLC

12:20 - 1:30 Lunch and Exhibition

1:30 - 2:30

2:45 - 3:45

Overcoming Common Shutdown Challenges—Rio Tinto’s Experience.

Ben Devries, Principal Advisor, Shutdown and Work Management, .

Rio Tinto Energy America

Strategies in Successful Maintenance for Shutdown Projects.

Jorn Lim, Maintenance Manager, Valspar Corporation

3:45 - 4:20 Afternoon Break and Exhibition

4:20 - 5:00

Keynote: Terry Wireman, Senior Vice President, Vesta Partners and Acclaimed Author .

A Perfect Storm Hits the STO Workforce

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The Seven Sins Of Outage Management, Advice from the Confessional.

Kevin Duffy, Senior Partner, Kepner-Tregoe, Inc.

A Step Change Toward Excellence.

Don Turner, Manager of Operations, Jacobs Engineering Group, Inc.

Utilizing Historical Data to Improve Plant Uptime.

Roy Myers, Staff Maintenance Manager, Firestone Building Products

Managing your CMMS Backlog for Successful Shutdowns.

Patrick Hoppe, Maintenance Planner, Georgia-Pacific

I

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B Beginner I Intermediate E Expert

Content and speakers are subject to change. Please visit our website at www.STOconference.com for updates.

www.STOconference.com

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10:30 – 11:30 11:45 – 12:45

Monday, June 15 – Conference Day 1 — Schedule Details

TRACK 1

TRACK 2

Understanding Future Events and

Their Consequences

Brian Heinsius, Maintenance Manager, .

Rio Tinto Energy America

Intermediate

The future offers opportunity, not just uncertainty. Potential

Opportunity Analysis (POA) and Potential Problem Analysis (PPA) will

help ensure time and time again that you deliver on time, on budget

and within scope, while maximizing the amount of work you

complete. Have you ever wished you could travel through time and

see your project through to a smooth completion? Have you ever

completed an outage and said, “I sure wish I had known that before

we started,” or “We should have thought about that before?” If so,

this presentation is a must-attend session for you!

Lessons:

• Using Potential Opportunity Analysis (POA) and Potential Problem

Analysis (PPA)

• How to Identify factors that could potentially cause problems or

produce opportunities

• What action to take and when, as well as how to capture the

information

Brian Heinsius, Rio Tinto Energy America

Brian Heinsius has over 15 years of experience in maintenance

and project management. He holds a Bachelor of Science Degree

in Industrial Technology. Brian has held various positions in

construction and mining and has also been a Military Engineer

Officer. He is currently the Maintenance Manager for Rio Tinto

Energy Americas Cordero Rojo Mine and is working to develop a

world-class Planning, Scheduling and Reliability department

at that facility.

Transitioning to World-Class Turnaround

Management: A Step-by-Step Journey to a

Successful Turnaround

Gary Boyd, Turnaround Manager, Marathon Oil Corp.

Bobby Singh, President, Project Assurance

Intermediate

This presentation will explore the company’s transition from a record

of inconsistent performance on turnarounds to its commitment to

achieve world-class results on its recent refinery turnaround. The

presenters will share innovative approaches that include integration

of plant management in defining their expectations, assignment

of experienced staff, timely and complete work scope definition,

selection of high performance contractors and creation of a true

team work environment.

Lessons:

• Learning from previous turnarounds, developing executive vision

and clearly identifying higher performance expectations

• Recognizing and implementing innovative turnaround solutions

• Creating a high performance work environment

Gary Boyd, Marathon Oil Company

Gary Boyd is Turnaround Manager for Marathon Oil at their

Canton, Ohio Refinery. He has over 30 years of experience in the

construction industry working both with the owner and contractor

companies. Gary’s experience includes planning and managing

major capital projects and turnarounds in the Refining,

Petrochemical and Power industries.

Bobby Singh, Project Assurance

Bobby Singh, Founder and President of Project Assurance, has over

25 years of experience in designing management solutions and

establishing control procedures for optimum utilization of resources

and efficient execution of capital projects and plant shutdowns

and turnarounds. He has extensive experience in contractor

management, program reviews, and troubleshooting, and in

organizational improvement with companies like ExxonMobil

Chemical, Dow Chemical, Saudi Aramco and others.

TA Management Model and Beyond: Learning

from the Past for Building the Future

Chris McKay, Turnaround Coordinator, Agrium -

Carseland Nitrogen Operations

Beginner

Implementation of a Turnaround Management Model is key

to successful turnaround management. The first goal of this

presentation is to communicate the general company-wide model

that Agrium uses. Join this session and hear how Agrium has realized

that a model, or knowing “what to do” is not enough. Learn how

recognition of the need to define the “how to,” the methodology on

site-specific implementation of this philosophy, is needed as well.

Too often, companies rely heavily on the right person and forget

to document the right process for the future! The final goal of this

presentation is to show how Agrium is now effectively implementing

their company turnaround model, and lining up to pass their

learnings and knowledge into the future.

Lessons:

• Implementation of a turnaround model, or philosophy, is a must

• Simply following a company-wide model, and recreating the

information again and again for each turnaround, is not effective

• Plan for the future—Document how you implement the

turnaround at your site

Chris McKay, Agrium - Carseland Nitrogen Operations

Chris McKay has a background in operations. After eight years

as an operator, he has taken on the challenge of his current

role—looking after the maintenance planning and scheduling

department, as well as being the site Turnaround Coordinator.

Being a new Turnaround Coordinator, and not having much

documentation from the last 30 years of turnarounds at his site,

Chris has developed a passion for sustainability and business

processes with employee buy- in. He believes business processes

must be set up and documented so they are successful and

sustainable as employees and management change.

Glowing Safety Results During Nuclear

Plant Outage

Michael Button, Maintenance and Modifications .

Manager, Tennessee Valley Authority

Jack Balsamo, Principal Consultant, .

Behavioral Science Technology

Intermediate

The nuclear industry lives and breathes data, metrics and quantifiable

information. This presentation is aimed at sharing a plan and

dramatic results from TVA’s outage work last year at Sequoyah

Nuclear Plant Unit 2 . The basic elements of the process include the

following activities, which made significant impact on TVA’s safety of

their largely contractor-based outage workforce: 1) keeping focus on

safety through checkpoints, 2) feedback on safety-related behaviors,

3) standing up for safety by standing down at strategic intervals and

as driven by events and 4) intervening and following up.

Lessons:

• Planning to achieve glowing safety results

• How TVA’s plan was created and how it was supported

• What worked and what could be improved the next time

Michael Button, Tennessee Valley Authority

Mike joined Oyster Creek in 1984 after a six-year tour in the US Navy.

He held a variety of positions at Oyster Creek which include I&C

Technician, Supervisor and Instructor, Design and Drafting Manager

and Maintenance Director in 2004. Mike moved to TVA in 2007 as

Corporate Maintenance and Modifications Manager. He holds a B. S.

in Nuclear Engineering Technology and an M.S. in Management of

Technology from NJIT.

Jack Balsamo, Behavioral Science Technology (BST)

Jack is a Principal Consultant with BST, a consulting firm specializing

in behavior-based performance improvement. With BST since 1995,

Jack has supported new and ongoing implementation of BST’s

technology in various industries, including construction/contractor

safety. Jack is a former Maintenance Manager and holds a B.S. cum

laude in Industrial Technology.

6


2:00 – 3:00 3:15 – 4:15

The Partnership Organization—Bringing

Operations, Maintenance and Engineering

Together in an Effective Work System

Christer Idhammar, President & CEO, IDCON, INC.

Intermediate

It is well-known that manufacturing reliability cannot be achieved

through the efforts of maintenance alone. Optimum reliability

requires more than just the promise to “work together.” Old

paradigms and processes must be replaced with a new crossfunctional

framework. This presentation will clearly identify what is

needed to create a reliability culture built on a partnership-based

work system. It is highly recommended that a team of operations,

engineering, maintenance, storeroom and accounting employees

attend together in order to facilitate discussion on how the practices

can best be adopted to their own organization.

Lessons:

• Your organizational structure can remain the way it is

• Learn why you need to make members of your organization work

toward the same goals

• Learn which traditional views must change in order to create a

reliability culture

Christer Idhammar, IDCON, INC.

Christer Idhammar is President of IDCON, INC., in Raleigh, North

Carolina, a reliability and maintenance management consulting firm

that specializes in education, training and implementation of

improved operations, reliability and maintenance management

practices. Christer is a world-renowned expert within reliability and

maintenance. He started his career in the Swedish merchant marines

where he developed fundamentals of his Results-Oriented Reliability

and Maintenance Management concept. Over the last 30 years, this

concept has evolved during his time as mechanic crafts person,

engineer, manager, consultant, educator and philosopher, reliability

guru and company leader. He received the EuroMaintenance

Incentive Award in 2002 for outstanding achievement and worldwide

accomplishments in the field of reliability and maintenance.

Let’s Not Make the Same Mistake Again—

Tools and Methodologies for the Next

Generation of STO Managers

Steve Telford, Outage and Work Management .

Solutions, LLC (Retired, INPO)

Intermediate

This presentation focuses on using industry experience to establish

standards, processes and procedures so new outage managers have

the tools for success. Scope, schedule and budget are commonly

accepted pillars of any good STO, but improving outages for the

next generation requires the establishment of process strong STO’s.

People-strong outages can be very successful and we all have

experience with them. What do you do as the experience leaves?

Steve covers the basic tools that are needed for future outage

managers—key methods of retaining the knowledge needed

for outage success and the key industry processes and project

management for helping future outage managers. Learn how the

nuclear industry realized it was quickly losing experience, and the

actions needed to help stem the tide of experience loss.

Lessons:

• Establish standards, processes and procedures

• Establishment of process strong STO’s

• Methods of retaining the knowledge

Steve Telford, Retired, INPO

Steve Telford, formerly of Institute of Nuclear Power Operations (INPO)

currently consults for Outage and Work Management Solutions, LLC.

Steve joined INPO in 1988 in the Outage Management and Work

Management areas. He is considered an expert by the nuclear industry

and has developed and authored many procedures and processes

used by the industry today. While at INPO, Steve helped improve

performance in work management and outage management

throughout the domestic nuclear fleet, at many international plants

and at several non-nuclear facilities. He has done over 350 assistance

visits to help INPO members. Prior to INPO, Steve served at the Hope

Creek Nuclear Station where he established the station’s outage and

work management organization. Steve also worked at General Electric

Company for 10 years as a Startup and Test Engineer and Unit Manager.

TRACK 1

How to Manage Scope for TAR’s

Walter Pesenti, Turnaround Team Leader, BP

Ian Griffiths, Operations Director, Faithful+Gould

Intermediate

The scope of work for any TAR is the foundation for quality of the

planning, cost of execution, schedule accuracy, choice of suppliers

to execute work, volume/cost of discovery or creep and accurate

Management of Change (MOC). It is essential, therefore, to have a

scope identification process that outlines the minimum needs for

planning and also one that manages the inclusion/exclusion of any

work into a turnaround. Join this session and gain insight on how

a disciplined approach to scope management can help you stay

within budget and duration.

Lessons:

• The minimum requirements to get work onto a worklist

• Setting up a management process to validate all work on a worklist

• Flagging work types and priorities to manage overall

turnaround scope

Walter Pesenti, BP

Walter started his career as a Craftsman and Supervisor at Exxon

in the 70s and moved into TARs in full in the 90s. Among many

accomplishments, Walter has developed and implemented a cost

tracking process for TARs. From 2006 to 2009, he managed the

USA and Canada TAR Global Solutions, Inc., which provided TAR

optimization for all Shell plants and 3rd party clients.

Ian Griffiths, Faithful+Gould

Ian Griffiths has 27 years of experience with a petrochemical

company in the UK. He spent time as a craftsman, planner and

supervisor and then became involved in TARs on a full time basis in

the 70s. In the mid 80s, Ian began managing TARs and executing

events worldwide. He helped create a methodology manual which

has been used as a benchmark for many companies.

Schedule Choreographing of an Outage

Gary Smith, CMRP, Reliability Lead, .

Weyerhaeuser Company

Intermediate

This presentation will focus on pre-outage planning, job plan

expectations, budget alignment, leadership alignment and materials/

space coordination. It will review methods of setting your plan with

milestones including planning process deadlines, readiness review

process, activity criteria for maintenance and operations, safety

plan development, environment plan development, schedule

communication and coordination and developing scope into a CP

timeline. During this session, you will also learn ownership handoffs,

materials/space coordination, site stage plan, work hazard areas,

kitting expectation and expediting management.

Lessons:

• Method to ‘plan the plan’

• Safety / Environmental / Budget plan development

• Critical path development and management

Gary Smith, Weyerhaeuser Company

Gary Smith graduated in 1977 from Maine Maritime Academy with a

degree in Marine Engineering. Gary began his career with Factory

Mutual Engineering Company (FM Global) and then worked as Chief

Engineer with Crowley Maritime Company Sea Going Tugs East

Coast. For the next three years, Gary worked as Maintenance

Engineer with Sedco, on offshore oil rigs in West Africa before

moving to Container Corporation in Fernandina Beach, Florida, where

he served as Maintenance Planner. From 1987 – 2000, Gary worked

as Maintenance Supt. & in Shutdown Coordinator roles at Plymouth

Pulp & Paper facility. He worked for the next five years on

Weyerhaeuser’s Corporate Reliability team for the business. From

2005 to the present time, Gary has worked as Western / Canadian

Regional Reliability Lead iLevel business.

TRACK 2

www.STOconference.com

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10:05 – 11:05 11:20 – 12:20

Tuesday, June 16 – Conference Day 2 — Schedule Details

TRACK 1

TRACK 2

Caring About Your Workers —

The Path to Zero Injuries

Kevin Cadieux, Turnaround Coordinator, .

Alberta Envirofuels Inc.

Intermediate

All of us work as a means to support our personal lives. Our personal

health and lives outside of work are far more important than any job.

Ensuring our workforce KNOWS they are the biggest assets to any

Turnaround and that the organization does care about their personal

safety is key to success. A truly caring work environment can inspire

the workforce to be the eyes and ears for one another and reduce

the injury potential dramatically. It is possible to integrate the

workers that come to your site in the safety processes within the first

hour of their arrival. Make them feel at-home and make them a part

of your safety team. A team of 700 ‘safety’ people can achieve far

more than a team of 10.

Lessons:

• It is possible to create a culture where workers do look after

one another

• Family members can inspire the workers to reach the next level

• Treat your biggest asset as all members of the team

Kevin Cadieux, Alberta Envirofuels Inc.

Kevin Cadieux is the Turnaround Coordinator for all turnarounds and

mini-shutdowns at Alberta Envirofuels in Edmonton Alberta. Alberta

Envirofuels is the world’s largest Isooctane production facility and is

jointly owned by Chevron and Fortum—a Finnish company. Kevin

has been with AEF for 18 years, since the construction phase neared

completion. Kevin has been involved in turnarounds in hot summers

and in extremely cold winters. AEF recently completed a $35M

turnaround in the fall of 2008.

The Seven Sins Of Outage Management,

Advice from the Confessional

Kevin Duffy, Senior Partner, Kepner-Tregoe, Inc.

Intermediate

The past presents us with our greatest opportunity for learning, yet

time after time we fail to learn and repent, repeating our sins. This

often leads to finding ourselves once again in ‘Outage Hell’ when

the next cycle returns. This presentation takes a practical look at the

seven deadly sins committed during the planning and execution of a

shutdown or outage, observed consistently in many industries and

cultures over many years. Those that lead into the hell of overages in

cost, time and performance often suffer painful consequences for the

teams/individuals involved.

Lessons:

• Understanding of how to identify performance gaps in the outage

planning process

• Behaviors observed in high performance organizations

• Creating a positive learning and feedback system for team

members

Kevin Duffy, Kepner-Tregoe, Inc.

Kevin Duffy is a Senior Partner with Kepner-Tregoe (KT) Inc. where he

is responsible for the Operational Improvement Consulting Practice.

Kevin has worked with a broad range of blue chip clients in the

steel, construction, petro chemical, paper and mining sectors, with

specialization in high asset-based complex operating environments.

A mechanical engineer by training, Kevin has held a senior

operational role with the Caradon Group in the UK, Lafarge (France)

and the Wiggins Teape group. Currently, he consults with major

clients in Asia, Australia, the US. and Europe.

Key Strategies for Knowledge Transfer

and Retention

Kenda Knight, President, KC Knight Consulting LLC

Expert

The Knowledge Transfer and Retention (KT&R) process blends two

processes, one that identifies the depth and health of programs and

processes, and one that determines a knowledge retention strategy.

The process starts with the identification of key processes and

programs at the station and ranks them according to importance,

such as regulatory requirements, program/process health and

personnel turnover risk. Based on the total risk, assessments are

conducted using subject-matter experts on the processes ranked for

high risk of potential knowledge gaps. Concurrently, personnel

attrition and single person vulnerability risks are addressed using a

structured interview and data collection process. This process

gathers personal experience including specialty and unique

knowledge. This blended approach results in identification of

process improvements, training needs and hiring strategies to ensure

business continuity and performance improvement. Annually, the

ranking process is conducted to evaluate current risks based on plant

and personnel changes and alignment with business plan initiatives.

Lessons:

• Learn strategies to identify process gaps

• Allow new employees to be more productive and effective

• What we as employees should leave behind for future employees

Kenda Knight, KC Knight Consulting LLC

Kenda Knight has over 28 years of experience in the nuclear and

manufacturing industry. She has been a consultant for over twelve

years, developing processes as well as managing work management

and outage improvements. Recently, Kenda developed and

implemented a knowledge transfer and retention process to address

the vulnerabilities of an aging workforce. She has held several utility

positions including Fleet Strategies Manager, Site Outage Director,

Planning Scheduling & Outage Manager and she was the Project

Manager for the implementation of work management processes

at an overseas nuclear fuels facility and a domestic components

manufacturing facility. Kenda holds a Nuclear Senior Reactor Operators

certification and a B.S. and Masters in Business Administration.

A Step Change Toward Excellence

Don Turner, Manager of Operations, .

Jacobs Engineering Group, Inc.

Intermediate

Ceasing production for maintenance and/or capital revisions

represents a critical time for any plant. If not properly executed

it can be a traumatic experience, to say the least. Fortunately,

implementing modern STO management techniques has proven to

deliver superior results. The STO management process that will be

discussed during this session is based on many years of experience.

This presentation will showcase structured continuous improvement

that Jacobs Engineering Group learned from many executions over

the years, and provide a secure delivery process developed from

the best industry practices and hard lessons learned. The primary

objectives focus on completing STOs with safety and with an

optimized schedule, budget and productivity.

Lessons:

• Shorter schedules

• Lower cost

• Optimum productivity

Don Turner, Jacobs Engineering Group, Inc.

Don Turner has over 39 years of experience in the construction and

maintenance industries. His experience includes all facets of daily

and shutdown plant maintenance, construction shop fabrication and

associated computerized management systems. Don has served

as a consultant for the improvement of maintenance service and

equipment reliability for several “Fortune 100” corporations, multimillion

dollar commercial properties and governmental agencies. He

has managed major turnarounds, shutdowns and outages, with a

range of 10,000 to over 450,000 work hours each.

8


1:30 – 2:30 2:45 – 3:45

Overcoming Common Shutdown Challenges

— Rio Tinto’s Experience

Benjamin Devries, Principal Advisor – Shutdown .

and Work Management, Rio Tinto Energy America

Intermediate

In their quest for the perfect shutdown, Rio Tinto has identified

a number of common challenges faced during the shutdown

process. Through sharing these challenges and the ways different

business units deal with them, a number of tools and techniques

have emerged to greatly assist in improving shutdown outcomes.

This presentation will explore some of the common key challenges

and share some of the tools and techniques that have been

developed, as well as discussion of the information/reporting/

feedback the plant manager and other stake holders need to help

them make the right decisions. The key areas of focus will be

clearly defining the objectives and drivers, controlling the scope

and organizing for success.

Lessons:

• The importance of considering business context in

defining shutdowns

• Controlling workscope and its impact on shutdown duration

and budget

• There is no perfect organizational structure, but there are some

key principles that apply

Benjamin Devries, Rio Tinto Energy America

Ben Devries is currently a Principal Advisor for Shutdown and Work

Management at Rio Tinto Technology and Innovation. In this role,

Ben supports the implementation of leading practices in shutdown

management across all Rio Tinto sites globally. Ben has been with

Rio Tinto since completing his Mechanical Engineering degree, has

experience in coal, uranium and iron ore and has held positions in

Australia, USA and Canada. Ben has been involved in shutdowns at

Rio Tinto, which range from large mining equipment to acid plants.

Strategies in Successful Maintenance

for Shutdown Projects

Jorn Lim, Maintenance Manager, Valspar Corporation

Beginner

Join this session to learn pre- and post-shutdown strategies. Listen

to Valspar Corporation’s take on the various actions that can be taken

in advance of a shutdown to reduce costs, prevent scope creep

and ensure effective project management. Other areas of focus

will include safety, budgets, technology and guarding your new

equipment. Join Valspar and hear a summary of varying perspectives

throughout the life of a shutdown, including post-shutdown/outage

activities and performance improvements. This presentation will also

take you into the on-going cost of maintenance, and how to best

manage these costs as well as the continuum of success after the

post-project period is over.

Lessons:

• Understanding the importance of project planning at various stages

• Understanding the perspective differences between customers

and suppliers during shutdowns

• Manage post-shutdown project activity

Jorn Lim, Valspar Corporation

Jorn Lim is currently the maintenance manager at the Valspar facility

in Wheeling, a 400,000 sq ft. chemical plant that is the divisional

headquarters for their architectural paint products. His past roles

include plant engineer for other Fortune 500 companies and working

as a start-up and controls engineer in the paper and steel industries,

as well as in the plastics industry as an OEM supplier.

Jorn received his MBA from DePaul University with a BsEE from

Michigan Tech University. He a is licensed Professional Engineer

from the state of Illinois.

TRACK 1

Utilizing Historical Data to Improve

Plant Uptime

Roy Myers, Staff Maintenance Manager, .

Firestone Building Products

Expert

Starting in the spring of 2006, Firestone Building Products put a new

maintenance software in place, Atvantis, which is a database system

that allows maintenance to work off of an issued work order system.

With Atvantis, all work done by the maintenance department is by

work order only. This includes urgent calls (calls to machines during

planned run time), work on planned down shifts and all work /

projects done during planned shutdowns of the plant. By utilizing

historical data from the software, Firestone Building Products has

been able to plan shutdown projects and see recurring issues with

production lines, which has enabled the company to consistently

decrease downtime and/or increase total plant uptime for three

years running. Utilizing this software allows for planning work and

projects for down shifts and shutdowns. These projects are valueadded

for the Firestone Building Products plant by creating

permanent fixes to problem areas of the machines.

Lessons:

• Importance of utilizing historical data

• Proper planning and scheduling as a value-added resource

• Getting the low hanging fruit first

Roy Myers, Firestone Building Products

Roy Myers has worked in the electrical field since 1977 at Lufkin

Industries. He has also held positions of Electrical Superintendent,

Master Electrician (Temple Inland) and Staff Maintenance Manager

(Firestone Building Products). Roy worked with relay logic,

converting relay logic- to PLC logic-run projects by removing large

relay logic control systems and panels and installing PLC, including

writing code for machines. He has overseen installation of electrical

systems and has written code for a new particle board plant in Hope,

Arkansas, in 1995. Roy first started work for Firestone Building

Products in 1997 as a Control and Instrument Technician within the

Electrical Engineering department. He was asked to assume his

present position in February of 2006.

Managing your CMMS Backlog

for Successful Shutdowns

Patrick Hoppe, Maintenance Planner, Georgia-Pacific

Intermediate

Join this presentation for examples of work order titles, codes and

disciplines to help sort work orders into everyday and shutdown

backlogs. Georgia-Pacific will present examples of Microsoft Project

and tips for lessons it learned the hard way. The session will also

focus on how to start a normal shutdown by copying it into an

annual shutdown schedule, how to change the dates and timeline

on last year’s schedule without losing critical data, how to set-up

and assign your resources, how to keep track of jobs and sorting for

incomplete tasks during multi-day shutdowns and how to use the

notes in Microsoft Project for planning reminders.

Lessons:

• Managing workorder backlog

• Setting up your project in Microsoft Project

• Using a successful project over and over in the least

amount of time

Patrick Hoppe, Georgia-Pacific

Patrick Hoppe works as a maintenance planner for Georgia-Pacific.

He started his career millwrighting at the Idaho Forest Industries

Sawmill. With 10 years of experience in lumber, Patrick then

accepted a position at Kaiser Aluminum’s Trentwood Rolling Mill

where he stayed for 11 years. Next, Patrick held the position of

maintenance planner in the paper industry. For the past eight years,

he has been involved in the planning and scheduling of shutdowns.

Patrick’s focus has been on the annual shutdown at the Port

Townsend Paper Mill and now at Georgia-Pacific. He has planned

shutdowns for all mechanical contractors and company craftsmen.

TRACK 2

www.STOconference.com

9


Workshops

Sunday, June 14 TIME: 1:00 pm - 5:00 pm COST: $495

Choose from these highly relevant subject-specific workshops, available to conference attendees

only. All workshops are optional and separately bookable. Space is limited, so book early!

1

workshop

Outage Planning: Putting the Horse Before the Cart

Presenter: Tim Kister, Planner/Scheduler and Subject Matter Expert, Life Cycle Engineering

Shutdowns, turnarounds and outages that are scheduled to perform major maintenance activities are expensive because of the loss of

production and expense of maintenance performed. Many times, 1/3 to 1/2 of maintenance budgets are consumed during this downtime. To

offset lost production, efforts must be made to maximize the amount of work in the shortest amount of time. Effective planning is necessary

to 1) accommodate the amount of prioritized maintenance work within a specific time frame, 2) successfully restart the facility/equipment and

3) ensure confidence that the equipment will operate at the desired rate. This workshop will focus on elements that must be addressed to

schedule within an outage window. Effective planning, coupled with precision work execution, has a direct correlation to extending the time

between shutdowns & maximizing the amount of work scheduled during an outage.

In this workshop, you will learn:

• How to maximize the amount of work completed in the shortest amount of time (to offset lost production during an outage)

• Effective task planning items including task scope definition, task step methodology and identification of hazards and obstacles

• How to determine outage time and duration schedule based on the window of equipment and/or plant downtime availability.

This includes labor requirements, work group coordination and material, and tool and equipment requirements

Tim Kister, Life Cycle Engineering

Tim Kister is a well-recognized leader in the field of Planning & Scheduling. He has over 35 years of experience at various levels of Maintenance and

Reliability management. As the Senior Planning & Scheduling consultant for Life Cycle Engineering (LCE), Tim assesses client work control practices

and develops training and coaching to optimize performance and effectiveness. A dedicated educator, Tim played an instrumental role in the

development of LCEs world-renowned Maintenance Planning and Scheduling course. He’s since trained hundreds of Planner/Scheduler students.

2

workshop

Managing Maintenance Shutdowns and Outages

Presenter: Joel Levitt, President, Springfield Resources and Acclaimed Author

This workshop will focus on four areas: Inputs into the Shutdown, Planning, Project Management Techniques and Shutdown Essentials. This workshop

is 85% concerned with the time before the first spade of dirt is moved. The remaining 15% is concerned with execution tactics to keep the project on

course. In this course, the common phrases “shutdown”, “turnaround” and “outage” are used interchangeably.

The input session will cover:

• Basics of shutdowns, turnarounds and outages

• Shutdown communications

• Shutdown phases

• How to justify the shutdown

• Timelines and audits

• The shutdown organization

The planning section will cover:

• Scope of work: How to find and pick the jobs

• Work validation and preparation for planning

• Individual job planning

• Risk management

• Environment, health and safety

Joel Levitt, Springfield Resources

Joel Levitt is a leading trainer of maintenance professionals. He has trained over 10,000 maintenance leaders from 3000 organizations in 20

countries and in over 500 sessions. Since 1980, Joel has been the President of Springfield Resources, a management consulting firm that

services all sized clients on a wide range of maintenance issues. He has 25 years of experience in many facets of maintenance including serving

as Process Control Designer, Source Equipment Inspector, Electrician, Field Service Technician, Merchant Marine, Manufacturing Manager and

Property Manager. Prior to that, Joel worked for a CMMS vendor and in manufacturing management. He is a frequent speaker at maintenance

and engineering conferences and has written six popular maintenance management texts and chapters of two additional reference books. He

has also published dozens of articles on the topic. Joel has served on the safety board of ANSI, Small Business United, National Family Business

Council and on the executive committee of the Miquon School.

3

workshop

Strategies to Overcome Craft Shortages and Maximize Field Productivity

Presenter: Bobby Singh, President, Project Assurance and Acclaimed Author

Performance of most turnarounds and capital projects are being adversely impacted by severe shortages of qualified crafts and inadequate

supervision. This problem is further compounded by poor productivity and low wrench time.

This workshop will focus on ways to stem this problem and achieve pacesetter results. You will be presented with innovative strategies to

mitigate this serious problem and will receive practical solutions to procure and retain qualified crafts. Discover proactive and synergistic

actions that both the owners and contractors need to take to maximize field productivity and increase wrench time up to 50% from the current

industry average of less than 4 hours on a 10-hour work shift.

In addition, this workshop will outline synergistic solutions that will create a productive work environment and lead to pacesetter results for

both capital projects and plant turnarounds.

Bobby Singh, Project Assurance

Bobby Singh, Founder and President of Project Assurance, has over 25 years of experience in designing management solutions and establishing

control procedures for optimum utilization of resources and efficient execution of capital projects and plant shutdowns and turnarounds. He

has extensive experience in contractor management, program reviews and troubleshooting, and organizational improvement with companies

such as ExxonMobil Chemical, Dow Chemical, Saudi Aramco, Lyondell, Suncor, PCS Nitrogen, PDVSA Venezuela and others. Bobby has

frequently been called upon to address professional associations and has given presentations for the National Petroleum Refiners Association,

The Business Roundtable, International Maintenance Institute and the Project Management Institute.

10


Sponsors

Kepner-Tregoe For 50 years Kepner Tregoe — the world’s

leading troubleshooting company — has assisted its

global client base in optimizing the effectiveness of

operational assets. Through a chemistry of unique rational

process tools, skill transfer, and business process improvement

we have achieved measurable and sustainable improvements for our

customers. We focus on reliability and outage effectiveness to ensure our

clients achieve a substantial return on their investment of time and talent

— now and in the future. www.kepner-tregoe.com Booth: 12

HSE Integrated is Canada’s largest industrial

safety services company, providing expert

services, specialized equipment and highly

trained personnel to protect workers, assets and the community.

www.hseintegrated.com Booth: 19

Pipeline Software, Inc., the SAP Integration Experts,

provides packaged integration software that integrates

SAP EAM with third party applications greatly

improving key EAM business processes.

www.PipelineSoftware.com Booth: 18

Nooter Refinery, chemical, process plant and

power house construction and maintenance -

specializing in heavy rigging, mechanical, pressure vessel erection and

repair and shutdown/turnaround projects. www.nooterconstruction.com

Booth: 7

Carver PA Corporation is a multi-disciplinary

company which provides Planned Maintenance

Training Services, Maintenance Consulting Services

and Contract Staffing & Recruitment Services on a

global scale. www.carvercorporation.com Booth: 16

EST Group is now a business unit of Curtiss-Wright

Flow Control Company. EST Group provides a complete

range of repair products, services and replacement

parts (including replacement units), covering the life cycle of shell & tube

heat exchangers and condensers; additionally EST Group provides products

and services to facilitate pressure testing pipe, piping systems, pressure

vessels and their components. www.estgroup.cwfc.com Booth: 5

Fluor P2S is a leading provider of specialty &

construction services to industrial facilities, particularly

in the oil & gas, refining, chemicals, petrochemicals,

and power generation industries. www.fluor.com Booth: 9

GP Allied is a diverse provider of sustainable

transformation, driving improved reliability and

operational excellence around the world. We have

extensive experience across all industry sectors. www.gpallied.com Booth: 1

KBC Advanced Technologies For 30 years, KBC has

provided independent advice and expertise to enable

leading companies in the processing industries manage

risk and achieve dramatic performance improvements.

www.kbcat.com Booth: 2

Maintenance Systems Solutions (MSS) specializes

in Maintenance & Shutdown Planning Support,

Development and Training - offering services from

business process and system development to

providing highly skilled maintenance planners, consultants and support

specialists. www.msspltd.com.au Booth: 15

InterPlan Systems Inc.

www.InterPlanSystems.com Booth: 11

Innovative Turnaround Controls

www.turnaroundcontrols.com Booth: 13

Amistco Separation Products Inc.

www.amistco.com Booth: 17

AP Networks

www.ap-networks.com Booth: 6

Henkel

www.henkel.com Booth: 4

Media Partners

Maintenance Technology Magazine serves

the technical and business information needs

of engineers, managers, and supervisors

responsible for plant equipment reliability, maintenance, and asset

management; helping you in your day-to-day job responsibilities.

www.mt-online.com

Plant Services focuses exclusively on

the MRO Market, addressing ROI by

minimizing lifecycle cost: the per-unitproduction

expenditure to own an asset and keep it performing its

function over its design life, from conceptualization and specification

through installation, operation and maintenance to decommissioning

and disposal. www.plantservices.com

Energy Central, established in 1996, is the leading

resource connecting professionals in the global power

industry to news, events, databases, insight and analysis.

With six distinct websites, seven e-newsletters and both

electronic and print publications, top energy executives, managers,

leaders and industry influencers have relied on Energy Central to deliver

the information they use every day. We also have the most used jobs

website, EnergyCentralJobs.com, connecting job seekers and employers

in the energy industry. www.energycentral.com

Energy Biz is a bimonthly business magazine for

leaders in the new power industry. EnergyBiz

reaches more than 20,000 of the most influential

buyers, including managers, executives, legislators, regulators, lawyers

and consultants who make buying decisions in utilities, government,

advisory firms and supplier companies. EnergyBiz target CEOs, CFOs,

CIOs, CTOs, VPs and their direct reports — quality prospects available

only through Energy Central. www.energycentral.com

Intelligent Utility More than 20,000 utility

industry professionals across many career

levels — including executive, senior and

general management. Intelligent Utility targets professionals with decisionmaking

responsibilities in the areas of engineering, operations, maintenance,

IT, planning and analysis. Typical businesses include investor owned utilities,

public power and municipal providers, rural cooperative power suppliers,

federal power agencies, independent power producers, non-uniform

grids and utility holding companies. www.intelligentutility.com

© 2009 by Eventure Events, LLC. All rights reserved. Eventure and STO 2009 logos are trademarks of Eventure

Events, LLC. All other products and service names mentioned are the trademarks of their respective companies.

www.STOconference.com

11


Conference Registration

June 14-16, 2009 at The InterContinental Houston, Texas

Please complete one form for every person registering

First Name*__________________________________________________________________________________

Last Name*__________________________________________________________________________________

Organization*________________________________________________________________________________

5 ways to register:

Online: www.STOconference.com

Phone: 877-411-4675 or 914-509-5354

FAX: 914-509-5374

EMAIL: info@eventureevents.com

MAIL COMPLETED FORM TO:

Eventure Events, PO Box 96, Cazenovia, NY 13035

*Required f ields. Please print clearly.

Title*_____________________________________________________________Email*__________________________________________________________________________

Address*_ ________________________________________________________________________________________________________________________________________

City*_______________________________________________________ State*____________Zip*______________ Country*___________________________________________

Phone*________________________________________ Mobile Phone__________________________________________ Fax_________________________________________

Special Dietary Requests___________________________________________________________________________________________________________________________

Approving Manager: First Name*_______________________________________________ Last Name*_ ______________________________________________________

Title*_____________________________________________________________Email*__________________________________________________________________________

Address (if different)*_______________________________________________________________________________________________________________________________

City*_______________________________________________________ State*____________Zip*______________ Country*___________________________________________

How did you hear about this conference?

Received brochure Received postcard Email Internet From a colleague Advertisement Other____________________________

Booking your accommodations:

Our special conference rate is $179+ tax per night. To receive the discounted rate you must make

accommodations through The InterContinental directly. This rate is available through May 22, 2009,

pending availability.

Two ways to make accommodations:

• Call the hotel at 888-233-0368 and mention code STO 2009.

• Go to the hotel’s website at www.houstin.intercontinental.com and click on the “Book your experience

online” link (in blue on the top right section of the page). Enter code DW3 in the group field.

Conference Payment Options

Payment is required prior to the event.

Onsite registration is available, but not recommended.

Mastercard Visa Amex Discover

CONFERENCE REGISTRATION**

Fee per delegate

# of

Attendees

Subtotal

Card Number

1-4 participants from the same organization $1,795* x = $

5 or more participants from the same organization $1,695* x = $

WORKSHOP REGISTRATION Workshops are optional and separately bookable — Available to conference attendees only

Sunday workshop***

Choose a workshop: 1 2 3

* All costs are $USD

** Includes entry into the conference and exhibition, conference documentation, breakfast,

lunch, refreshments, and networking functions.

*** Includes workshop documentation and refreshments.

Eventure Events, PO Box 96, Cazenovia, NY 13035

$495* x = $

Total Amount Due $

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Bill my company

Please provide PO

OR

Cancellations: Cancellations received before May 15, 2009, will receive a refund,

less $50 processing fee. Cancellations received on or after May 15, 2009 and before

May 29, 2009, will receive a 50% refund. Regrettably, NO REFUNDS will be given on

cancellations received on or after May 29, 2009.

If any circumstance or event beyond the control of Eventure Events, LLC causes

cancellation of all or any portion of the event, Eventure Events agrees to refund any

portion of the registration fee for which Eventure Events is reimbursed by insurance or

a third party and shall not be liable for any other refund or payment arising from the

cancellation or for other liability or damages arising from the event.

Substitutions: There is no fee for name change substitutions. Please e-mail

substitution requests to info@eventureevents.com by June 5, 2009. Written substitution

requests on company letterhead will also be accepted onsite.

Registration will close on June 5, 2009 at midnight EDT. Beyond that,

registration can only be completed onsite at a cost of $1995 per person.

www.STOconference.com

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