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H o c k e y H a l l o f F a m e N e w s a n d E v e n t s J o u r n a l

F A L L 2 0 1 0

> HHOF Expansion

> Summer 2010Highlights

Fall 2010 | Teammates 3

Expansion Plans

explore a greater variety of internationalhockey exhibits along with an enhancedretail shopping experience. By relocatingand expanding the existing Spirit ofHockey store to street level, valuablespace has been freed up in the concourse

to expand the adjacent World of HockeyZone which will become the largestdedicated exhibit area at approximately6,000 square feet. Some of the keyfeatures of the project include:

Concept rendering of the new Spirit of Hockey exterior facade on Front Street.

Taking Shape

When the doors open to theHockey Hall of Fame's latestcapital expansion project in

early November (forming part of the2010 Induction Weekend festivities),guests will have the opportunity to

New International Exhibits

• IIHF Hall of Fame and InternationalLegends

• Triple Gold Club (honouringindividuals who have won all ofOlympic Gold, World ChampionshipGold and The Stanley Cup)

• Top 100 Moments in InternationalHockey

• Great International Rivalries

Enhanced Retail ShoppingExperience

• New street level presence withintegrated access via concourse levelmuseum premises

• Improved store layout and expandedselection of HHOF, NHL, HockeyCanada and other licensed merchandise(approximately 30% overall growth),including a new line of HHOF-brandedapparel by Reebok

• Expanded operating hours

Since signing the new lease agreement inApril 2010 (including the extension ofHHOF’s museum premises through2032), the Hall has engaged the servicesof Taylor Manufacturing Industries (“TheTaylor Group”, Brampton) as the“design-build” contractor working withthe Hall’s longtime design consultants,John Chandler (Arcade Architects Inc.,Toronto) and Terry Heard (Terry HeardDesigners, Toronto).

One of the exciting design features of thenew retail store is the commissioning of anew larger-than-life relief sculpture based onKen Danby’s “At The Crease” painting tobe exhibited at the store entrance below theatrium in Sam Pollock Square. Danby isbest known for creating highly realisticpaintings that study everyday life. His “AtThe Crease” is an iconic and widelyreproduced work in Canada, portraying amasked goalie defending his net. Sure to bea popular photo-op, the new sculpture willalso present a fitting tribute to Ken Danby,the renowned Canadian artist who passedaway in September, 2007.

Project Funding

Funded, in part, by the generousassistance and support of the

Concept rendering of the new Spirit of Hockey entrance facade via Sam Pollock Square.

Ken Danby's iconic "At The Crease" painting, 1972.

4 Fall 2010 | Teammates

Queen Elizabeth II and Prince Philipheld a nine day tour of Canada, the firstsince 2005, from June 28 to July 6,2010, visiting Manitoba, Nova Scotiaand Ontario. One of Her Majesty’sfinal duties was a state dinner thatwas held at the Royal York Hotel inToronto, Ontario on July 5. At therequest of Prime Minister StephenHarper, Her Majesty was invited tounveil a specially designed tribute,from the Hockey Hall of Fame, toCanada’s gold medal men’s and

women’s hockey teams. PrimeMinister Harper also presented Her

Majesty with a uniquely designed 2010 CanadianOlympic hockey jersey, featuring the Queen’smonogram and royal cypher “EIIR” for Elizabeth IIRegina. Following the state function, the CanadianSecretary to the Queen, Kevin S. MacLeod woulddonate this truly one-of-a-kind jersey to the HockeyHall of Fame for display.

Brotherly Love

Hockey history was made during the 2009-10 season in a very unlikely place. Justinand Tyler Donati were born on October 17, 1986 in Oakville, Ontario. The twoembarked upon very similar career paths that would take them through the OHL andinto the professional ranks. Both would team-up to play the majority of the 2009-10season in the ECHL as members of the Elmira Jackals, making an immediate impact.On March 23, Tyler assisted on one of his brother’s goals to reach the 100 pointmilestone for the season and then just 10 days later, Justin recorded three points andalso reached 100 points on the season. The two became the first brother combination(let alone twins), in professional hockey history to both record 100+ points with the

same team in the same season. Even moreextraordinary, was that Justin would be

named the ECHL’s Rookie-of-the-Year,while Tyler would be named league MVP.Both donated the helmets they werewearing, the stick blades used and the

second of the 100-pointpucks that accomplishedthe remarkable feat.

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The Cup’s Engraving HistoryThrough the Stanley Cup’s long history, there have been just four officialengravers. In 1948, the National Hockey League, which at the time wasbased in Montreal, selected Carl Petersen (pictured) as the officialengraver of the Stanley Cup. Petersen, a Danish silversmith, hadrelocated to Montreal in 1929 and opened a shop called C.P. Petersen andSons. Carl’s son Arno was the second engraver of the trophy. C.P.Petersen and Sons closed their business in 1979, and Boffey Silversmithswas chosen to continue engraving the Stanley Cup. Doug Boffey, theowner, engraved the Cup himself for a number of years, but beginning in1988, that honour and responsibility have been entrusted to Louise St.Jacques, who has worked for Boffey Silversmiths since 1978.

Senior ManagementBill Hay Chairman and Chief Executive OfficerJeff Denomme President, Chief Operating Officer and TreasurerCraig Baines Vice-President, OperationsPeter Jagla Vice-President, MarketingPhil Pritchard Vice-President and CuratorRon Ellis Director, Public Affairs and Assistant to the PresidentKelly Masse Director, Corporate and Media Relations

MarketingDarren Boyko Manager, Business DevelopmentJackie Schwartz Manager, Marketing and PromotionsWendy Cramer Co-ordinator, Group BookingsJoshua Dawson Co-ordinator, Web OperationsPearl Rajwanth Executive Assistant, MarketingJoanna White Co-ordinator, Group Sales and Promotions

OperationsCraig Beckim Manager, Merchandising and Retail OperationsTome Geneski Manager, Building Services and MaintenanceSteve Ozimec Manager, Special Events and HospitalityTyler Wolosewich Manager, Operations and Quality AssurancePatrick Minogue Assistant Manager, Retail ServicesDwayne Schrader Assistant Manager, Guest ServicesMike Briggs Audio-Visual TechnicianSarah Lee Co-ordinator, Special Events and HospitalityScott Veber Co-ordinator, Graphic Design and Exhibits

Resource CentreCraig Campbell Manager, Resource Centre and ArchivesIzak Westgate Manager, Outreach Exhibits and Assistant CuratorSteve Poirier Co-ordinator, HHOF Images and Archival ServicesMiragh Bitove Archivist and Collections Registrar

Accounting, IT and Office ServicesAnthony Fusco Manager, Information SystemsSandra Walters Controller and Office ManagerChris Chu IT Support SpecialistArlyn Fortin Accounting and Office Administrator Sylvia Lau General AccountantAnna Presta ReceptionistRyan Smith Desktop Support SpecialistSarah Talbot Executive Assistant, Corporate Media Relations

HOCKEY HALL OF FAME ADMINISTRATION

FOUNDING/PREMIER SPONSORSImperial Oil LimitedInternational Ice Hockey FederationMolson CanadaNational Hockey LeagueNational Hockey League Players’ AssociationPanasonic Canada Inc.Pepsi-Cola Canada Ltd.RBC Financial GroupSun Media (Toronto) Corp./The Toronto SunTSN/RDSVerizon

CONTRIBUTING SPONSORSHonda Canada Inc.The Upper Deck CompanyThe Westin Harbour Castle, Toronto2K Sports, Inc.VIA Rail Canada Inc.Xentel DM Incorporated

PROMOTIONAL ASSOCIATES/OFFICIAL SUPPLIERSBridgestone Canada Inc. Haggar Canada Co.Hugo Boss Canada Inc.Reebok-CCM HockeyScarboro Golf & Country Club Ltd.Source For Sports

Published by Hockey Hall ofFame and MuseumProduction by Synergy DesignPrinted by Red Berry Press

Hockey Hall of FameBrookfield Place, 30 Yonge Street,Toronto, Ontario, Canada M5E 1X8(416)-360-7765 • www.hhof.com

HOCKEY HALL OF FAME CORPORATE PARTNERS

In the spring of 2010, the Stanley Cup and former NHL stars visited the militarybase in Kandahar, Afghanistan. Honoured Member Lanny McDonald is picturedaddressing troops from Canada, United States and Britain.

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Eric was involved in Field and Casualty Claims Management with two majorinsurance companies and has been an independent insurance adjuster for morethan twenty years. Eric's expertise lies in bodily injury claims involving policedepartments and municipalities, many of which are media sensitive.

Areas of Expertise:• Personal Injury Claim Investigations & Negotiations • Commercial & Personal Lines Liability Claims specializing in Occupier's

Liability, Municipal Liability and Product Liability Claims • Accident Benefits - OMPP, Bill 164 and Billl 59 • Litigation Management

Education:• University of Waterloo (B.E.S.) • Chartered Insurance Professional of the Insurance Institute of Canada • Certificate of Studies - OMPP, Bill 164 and Bill 59

Business Activities:• Associate, Insurance Institute of Canada • Member, Ontario Insurance Adjusters Association • Member, Insurance Institute of Ontario • Member, Canadian Independent Adjusters Association • Instructor for Insurance Institute of Ontario (Night School)

Eric R. Collins, B.E.S., CIP

adjuster profile

Tel: 905-740-1039 Fax: 905-671-1889Email: [email protected] Branch: Toronto (West)Geographical Coverage Area:

Years of Experience: 20-25 years

[email protected]

Hear from an Expert InternationalSpeaker Faculty, featuring:

6th Annual

Visit the website to find out about exclusives on this year's event, fullspeaker list, programme, interviews and more! www.offshorepatrolvessels.com

ConferenceSponsors:

Conference Partner: Stream Sponsor: Exhibitors:

Developing Flexible, Capable and Cost Effective OPVs to EnsureRobust Maritime Safety and Security

TOp BENEFiTs OF ATTENdiNg iNcludE:

Request Your ComplimentaryVIP Pass

General and Flag Officers 1 Star and Above AreInvited as VIP Guests

Produced by:

• Coastal and Fast Patrol Craft Briefings: Gain a more comprehensive analysisof requirements through the series of briefings on these popular size of vesselin growing demand for coast guards and smaller navies

• Maritime C4ISR Specialist Forum: Join this new focus day to provide youwith an in-depth analysis of how Navies and Coast Guards plan to increasemaritime domain awareness for a broader overview of modernisation plans

• Interactive Round Tables and Panel Discussions: Hosted by our top expertspeakers, providing dedicated time to debate core issues so you can leavearmed with the information you need

• Enjoy Visiting Hamburg! This beautiful historic city, home of Europe’s thirdlargest port and steeped in history will offer you a convenient meeting point forboth business and pleasure. In addition, ThyssenKrupp Marine Systems ishosting an exclusive evening tour of the International Maritime Museum!(invite-only, details to come)

NEW FOR 2011:

"Defence IQPC OPV Conferences provide a veritable platform and ample opportunity for intellectualexchange and networking by leaders of world navies, maritime operators and other stakeholderswith the ultimate objective of developing requisite architecture for enhanced security of the globalcommons" - Vice Admiral OS Ibrahim, Chief of the Naval Staff, Nigerian Navy

This is the Original, Most Prestigious and remains the World’s Leading OPV Conference

20th-22nd September, 2011 • InterContinental Hotel, Hamburg, Germany

SAVE UP TO €599!

Biggest Savings Availablewhen you book & pay by

29th July 2011

� Meet a truly international delegation of decision makers from a broad range of Navies andCoast Guards. Speakers will be represented from Nigeria, Brazil, Germany, US, UK,Poland, Finland, Turkey, Netherlands and Albania to name a few enabling you to gainfirst-hand insight into acquisition priorities

� Gain clarity on the actual reality of the current operational environment from the BalticSea to Gulf of Guinea enabling concrete assessments of the impact on short, mediumand long-term plans, policies and requirements

� Evaluate the latest developments in cutting-edge technological solutions fromleading industry teams lessons from Programme Offices so you can achieve optimumoperational capability while maintaining cost-effectiveness

� Engage in candid and constructive debates to remain at the forefront of key issuesshaping modernisation plans including tackling piracy, improving civil militaryinformation sharing, rapid identification of threats, interception of small and fastboats, and most importantly, how to cost-effectively increase presence in the EEZ

Admiral Jose Santiago Valdez Alvarez,Chief of Staff,Mexican Navy

Vice Admiral O. S Ibrahim, Chief Of Staff,Nigerian Navy

Vice Admiral Roberto Garcia Márquez,Planning Chief, Colombian Navy

Rear Admiral Francisco Roberto Deiana,Director Naval Engineering, Brazilian Navy

Rear Admiral Stanisław Zarychta,Commander of Maritime Operation Centre,Polish Navy

Rear Admiral Hervé Nambo Ndouany,Chief of Staff, Gabonese Navy

Walter Merker, K131 Project Team,German Federal Office of DefenceTechnology and Procurement

Michael Tangora, Deputy AssistantCommandant, Acquisition Directorate,US Coast Guard

Vice Admiral Sir Anthony Dymock,Maritime Surveillance Adviser, European Defence Agency

Captain Harilla Dafa, Navy ShipyardDirector, Albanian Naval Force

Captain Jankees Trimpe Burger,Director, Netherlands Coast Guard

Commander Kenneth Houlberg,Above Water Capability, UK MoD

Commander Risto Jääskeläinen, Head ofMaritime Unit, Finnish Border Guard

2009 Lorient

2011 Hamburg

2010 Cadiz

2008 Genoa

2007 Rotterdam

2006 London – Defence IQ presents the world’s first OPV conference

EVENT hisTORY:

For full event details, speaker bios, interviews, podcasts and more, visit us at www.offshorepatrolvessels.com!3

2011 speaker Faculty:

Admiral Jose Santiago Valdez Alvarez, Chief of Staff,Mexican Navy

Vice Admiral O. S Ibrahim, Chief Of Staff,Nigerian Navy

Vice Admiral Roberto Garcia Márquez,Planning Chief, Colombian Navy

Rear Admiral Francisco Roberto Deiana,Director Naval Engineering, Brazilian Navy

Rear Admiral Stanislaw Zarychta,Commander of Maritime Operation Centre,Polish Navy

Rear Admiral Hervé Nambo Ndouany, Chief of Staff, Gabonese Navy

Walter Merker, K131 Project Team, GermanFederal Office of Defence Technology andProcurement

Serdar Demirel, Head of Naval Systems,Undersecretariat for Defence, Turkish Ministry of Defence

Flag Officer Confirmed, Italian Navy

Michael Tangora, Deputy AssistantCommandant, Acquisition Directorate, US Coast Guard

Vice Admiral Sir Anthony Dymock, Maritime Surveillance Adviser, European Defence Agency

Captain Harilla Dafa, Navy Shipyard Director,Albanian Naval Force

Captain Erhan Murat Akdeniz,Head of Shipbuilding, Turkish Navy

Captain Jankees Trimpe Burger, Director,Netherlands Coast Guard

Captain Kirton Higgins, Director, StrategicProject Management Office, Trinidad andTobago Coast Guard

Captain Ahmet Purcek, Head of Shipbuilding,Turkish Coast Guard

Colonel Boudache Abdelkrim, Chief of Staff,Algerian Coast Guard Service

Captain Charles 'Chuck' Gunzel, ConfrontingIrregular Challenges S&T Strategy Officer, ONR,US Navy

Commander Kenneth Houlberg,Above Water Capability, UK MoD

Commander Risto Jääskeläinen, Head of Maritime Unit, Finnish Border Guard

Commander Stein Olav Hagalid, NCAGS/NSCBranch Head, NATO Shipping Centre*

Commander Bessa Pacheco,Plans and Policy Division, Portuguese Navy

Rear Admiral (Ret’d) Massimo Annati,Deputy Chairman of the European WorkingGroup Non-Lethal-Weapons, Italian Navy

Captain Edward Lundquist (Ret’d),Senior Science Advisor, US Navy

Dr Karen Sumser-Lupson, Commissioner andChairman, African Maritime Safety andSecurity Agency (AMSSA)

Harald Fassmer, Managing Director, Fassmer

Dr. Heino Dobiasch, Senior Sales Manager,Vessel Systems, Atlas Elektronik

* Pending final approval

In 2010, you provided feedback that you wanted more time for in-depthdiscussions focussing on core themes and more opportunities within small groupinformation exchanges..

As a result, at the 2011 event we are hosting a number of round table discussionsto ensure you take away the answers you need and have enough dedicated timeto engage in constructive debate.

Round Table Discussion Themes:

� Weapons and OPVs - Developments in non-lethal weapons to supportsuccessful interception of small and fast craft and considerations for armament

� Tackling global threats to peace, security and economic stability - internationalcollaboration

� 21st century coast guard modernisation: Protecting shores and ensuringmaritime safety

� Developing multi-mission vessels to cost effectively sustain presence in the EEZ

� Through life support: Cost-effectively sustaining patrol fleets

“I look forward to sharing indiscussions, and exchangingideas with the diverse rangeof navies and coast guards,on their latest OPVdevelopments andperformance at the 6thAnnual Offshore PatrolVessels conference.”Commander Bessa Pacheco, Plans &

Policy Division, Portuguese Navy

Participation for thisevent has been steadily increasingfor the past 5 years:

0

50

100

150

200

2006

2007

2008

2009

2010

iNTERAcTiVE ROuNd TABlE discussiONs

Attendees

Over the years, the OPV conferences have helped many of our industrycustomers acquire contacts within customer nations and build relationshipsthat have culminated in at least $150 million worth of business.

NEW for

2011!

Main conference day 1: Tuesday 20th September 2011

AgENdA AT-A-glANcE

For questions on the event, agenda or team discounts, contact us at +44(0)20 7368 9300 or [email protected]

Main conference day 2: Wednesday 21st September 2011

08.00 REGISTRATION AND COFFEE

08.30 CHAIRMAN’S DAY TWO WELCOME

08.40 ACHIEVING A ROBUST MARITIME SECURITY ENVIRONMENT IN THE GULF OFGUINEA: PLANS OF THE NIGERIA NAVY FOR OPV DEVELOPMENTVice Admiral O. S Ibrahim, Chief Of Staff, Nigerian Navy

09.10 CAPABILITIES AND REQUIREMENTS OF THE GABONESE NAVY FOR IMPROVEDMARITIME SECURITY AND PROTECTION OF THE EEZRear Admiral Hervé Nambo Ndouany, Chief of Staff, Gabonese Navy

09.40 SMART OPV SPECIFICATION FOR COST-EFFECTIVE OFFSHORE PATROLCAPABILITYRear Admiral (JG) (Retd) Jonathan Kamerman, Managing Director, ThyssenKruppMarine Systems International

10.10 DEVELOPING CAPABILITIES TO MEET THE DEMANDS OF 21st CENTURYMISSION REQUIREMENTS: ACQUISITION UPDATES FROM THE USCGMichael Tangora, Deputy Assistant Commandant, Acquisition Directorate,US Coast Guard

10.40 MORNING COFFEE AND NETWORKING BREAK

11.10 INDUSTRY PERSPECTIVE SESSION AVAILABLEIf you are interested in sponsoring this session please call Ola Jonsson at +44 (0) 207 368 9500

11.40 INTERACTIVE ROUND TABLE DISCUSSIONS Participants can join in 2 round table discussions, each lasting for 45 minutes. The rotation for the 2nd round table will take place at 12.25.

A: Weapons and OPVs - Developments in non-lethal weapons to supportsuccessful interception of small and fast craft and considerations for armament Led by: Rear Admiral Massimo Annati, Ret'd, Deputy Chairman of the EuropeanWorking Group Non-Lethal-Weapons, Italian Navy

B: Tackling global threats to peace, security and economic stability -international collaborationLed by: Vice Admiral O. S Ibrahim, Nigerian Navy

C: Developing multi-mission vessels to cost effectively sustain presence in theEEZ Led by: Rear Admiral Francisco Roberto Deiana, Brazilian Navy

D: Through life support: Cost-effectively sustaining patrol fleetsLed by: Serdar Demirel, Turkish Ministry of Defence and Captain Akdeniz, Head ofShipbuilding, Turkish Navy

E: 21st century Coast Guard modernisation: Protecting shores and ensuringmaritime safetyLed by: Captain Jankees Trimpe Burger, Director, Netherlands Coast Guard

F: Capitalising on the latest technological developments in hull design, newmaterials and construction techniques Led by: Captain Edward Lundquist, (Ret’d) Senior Science Advisor, US Navy andCaptain Chuck Gunzel, ONR, US Navy

13.10 NETWORKING LUNCH

15.40 AFTERNOON TEA AND NETWORKING BREAK

16.10 THE PORTUGUESE DUAL CONCEPT: AN EFFICIENT WAY TO MANAGECAPABILITIES AND TO ACHIEVE ECONOMY OF SCALE AND UNIT OF EFFORT ATSEA: THE VIANA DO CASTELO CLASS OPV Commander Bessa Pacheco, Plans and Policy Division, Portuguese Navy

16.40 CAPITALISING ON REGIONAL PARTNERSHIPS TO ENSURE ‘FREEDOM OF THESEAS’ – THE ITALIAN NAVY’S EXPERIENCE SECURING THE MEDITERRANEANFlag Officer Confirmed, Italian Navy

17.10 CHAIRMAN’S CLOSING ADDRESS AND END OF CONFERENCE

14.40 CREATING INNOVATIVE SHIPDESIGNS TO CONFRONTIRREGULAR CHALLENGES - T-CRAFT ONR NAVAL PROTOTYPECaptain Charles 'Chuck' Gunzel,ONR Confronting IrregularChallenges S&T Strategy Officer, US Navy

15.10 DEVELOPING A NOVEL OPVCLASS: FASSMER OPV2020Harald Fassmer, Managing Director,Fassmer; Rene Quezada, BusinessDevelopment Manager, Fassmer

15.40 INTERACTIVE PANELDISCUSSION: FUTURE OFFSHOREPATROL VESSELS – DEVELOPINGHIGHLY CAPABLE AND COSTEFFECTIVE VESSELS TO MEETTHE INCREASING DEMANDS OFEEZ SAFETY AND SECURITYCommander Risto Jääskeläinen,Head of Maritime Unit, FinnishBorder Guard; Captain JoseRicardo Gomez Meillon, AssistantChief of Staff, Mexican Navy; Dr. Heino Dobiasch, Senior SalesManager, Vessel Systems, AtlasElektronik; Harald Fassmer,Managing Director, Fassmer

16.10 AFTERNOON TEA AND NETWORKING BREAK

16.40 BUILDING A STRONG LITTORAL DEFENCE FORCE TO TACKLECONVENTIONAL AND NON-CONVENTIONAL THREATS – PATROL CRAFTAND FAST BOAT DEVELOPMENTSerdar Demirel, Head of Naval Systems, Undersecretariat for Defence, Turkish Ministry of Defence

17.10 PROVIDING EFFECTIVE PROTECTION OF TURKEY’S VAST COASTLINE –PRIORITIES, PLANS AND PLATFORM FEEDBACKCaptain Ahmet Purcek, Head of Shipbuilding, Turkish Coast Guard

17.40 CHAIRMAN’S CLOSING ADDRESS AND END OF DAY ONE

MARITIME COASTALSURVEILLANCE REQUIREMENTSOF THE ALBANIAN NAVAL FORCE– MODERNISATION PLANS TOENSURE PROTECTION OFTERRITORIAL WATERSCaptain Harilla Dafa, Navy ShipyardDirector, Albanian Naval Force

EXPANSION OF THE FAST PATROLBOAT FLEET TO INCREASEPROTECTION OF PORTS,HARBOURS AND SEA LINES OFCOMMUNICATIONSColonel Boudache Abdelkrim, Chiefof Staff, Algerian Coast GuardService

INDUSTRY PERSPECTIVE SESSIONAVAILABLEIf you are interested in sponsoringthis session please call Ola Jonsson at+44 (0) 207 368 9500

STREAM A: FUTURE OPVS -DESIGNING FLEXIBLE AND COST

EFFECTIVE MULTI-MISSION VESSELSCHAIR: Captain Edward Lundquist

STREAM B: COASTAL PATROL CRAFT AND FAST ATTACK CRAFT REQUIREMENTS

14.40 MEETING THE GLOBAL CHALLENGESOF ANTI-PIRACY OPERATIONSTHROUGH MULTI-NATIONALCOLLABORATIONCommander Stein Olav Hagalid,NCAGS/NSC Branch Head, NATO Northwood

15.10 INTERACTIVE PANEL DISCUSSION:MANAGING EMERGING MARITIMESECURITY THREATS THROUGHINTERNATIONAL COOPERATIONRear Admiral Stanisław Zarychta,Commander of Maritime OperationCentre, Polish Navy; Commander SteinOlav Hagalid, NCAGS/NSC Branch Head,NATO Shipping Centre; CommanderKenneth Houlberg, Above WaterCapability, UK MoD

EXPANDING SURVEILLANCE ANDENFORCEMENT CAPABILITY OFSMALLER MARITIME SECURITYFORCES TO MEET THE DEMANDS OFEEZ PATROL: TRINIDAD ANDTOBAGO COAST GUARD PATROLCRAFT ACQUISITIONCaptain Kirton Higgins, Director,Strategic Project Management Office,Trinidad and Tobago Coast Guard

INDUSTRY PERSPECTIVE SESSIONAVAILABLEIf you are interested in sponsoring thissessions please call Ola Jonsson at +44 (0) 207 368 9500

STREAM C: MULTI-NATIONALCOLLABORATION TO TACKLE GLOBAL

SECURITY THREATS

STREAM D: COASTAL PATROL CRAFT PROGRAMMES


08.30 CHAIRMAN’S OPENING ADDRESS

08.40 SECURING MEXICO’S EEZ AND PROVIDING DETERRENCE AGAINSTLOW INTENSITY THREATS - OPERATIONAL EXPERIENCE OF THEOAXACA CLASSAdmiral Jose Santiago Valdez Alvarez, Chief of Staff, Mexican Navy

09.10 EXPANSION OF THE BRAZILIAN NAVY’S OFFSHORE PATROL FLEET:ASSESSING KEY PRIORITIES AND REQUIREMENTSRear Admiral Francisco Roberto Deiana, Director Naval Engineering, Brazilian Navy

09.40 ENSURING EFFECTIVE PRESENCE IN THE POLISH EEZ AND BUILDINGCAPACITY TO SUPPORT INTERNATIONAL OPERATIONS -MODERNISATION OF POLISH FLEET CAPABILITIESRear Admiral Stanisław Zarychta, Commander of Maritime Operation Centre, Polish Navy

10.10 Presentation Details to be confirmedDamen


11.10 ROYAL NAVY PERCEIVED FUTURE CONTRIBUTION TO INTERNATIONALMARITIME SECURITY - SUSTAINING A COST EFFECTIVE AND BALANCEDFLEETCommander Kenneth Houlberg, Above Water Capability, UK MoD

11.40 COST EFFECTIVE FLEXIBLE PAYLOAD FOR FUTURE MULTI MISSION OPV’sDr. Heino Dobiasch, Senior Sales Manager, Vessel Systems, Atlas Elektronik

12.10 BALANCING THE DEMANDS OF INTERNATIONAL EXPEDITIONARYMISSIONS AND LITTORAL DEFENCE: GERMAN NAVY’S NEW MULTI-COMBAT CORVETTE K131 PROJECT Walter Merker, K131 Project Team, German Federal Office of DefenceTechnology and Procurement


14.10 ENSURING EFFECTIVE TRACKING AND PURSUIT OF THREATS IN THEEEZ – COASTAL PATROL VESSEL DEVELOPMENT IN COLOMBIAVice Admiral Roberto Garcia Márquez, Planning Chief, Colombian Navy

MAiN cONFERENcE dAY 1Tuesday, 20th September 2011


08.30 CHAIRMAN’S OPENING ADDRESS

08.40 SECURING MEXICO’S EEZ AND PROVIDING DETERRENCEAGAINST LOW INTENSITY THREATS – OPERATIONALEXPERIENCE OF THE OAXACA CLASS• Spectrum of threats in the Gulf of Mexico• Identifying and successfully intercepting asymmetric threats –matching capability development to the evolving maritime securityenvironment

• Mission feedback from the introduction of the Oaxaca Ocean PatrolVessels to the fleet

• Future strategy for expanding maritime domain awareness – activeand future requirements

Admiral Jose Santiago Valdez Alvarez, Chief of Staff,Mexican Navy

09.10 EXPANSION OF THE BRAZILIAN NAVY’S OFFSHOREPATROL FLEET: ASSESSING KEY PRIORITIES ANDREQUIREMENTS• Brazilian jurisdictional waters and naval assets• Assessing capability gaps in the current fleet and demands of theoperational environment

• Requirements and main priorities in the development of the newOPVs

• Future acquisition and programme updates: o OPV Programme o Medium Size Patrol Vessels Programme – NPa 500 o Small Size Patrol Vessels Programme – NPa 200

Rear Admiral Francisco Roberto Deiana, DirectorNaval Engineering, Brazilian Navy

Following graduation from the Brazilian Navy (BN) Academy with classof 1977, Rear Admiral Francisco Deiana completed his naval architectureand engineering education at University of São Paulo. In the last years,as Captain, served at Arsenal de Marinha do Rio de Janeiro - BN mainshipyard for maintenance, repair and shipbuilding - where he was theVice-Director for four years. Promoted to Rear Admiral in March 2008,he is presently the BN Director of Naval Engineering.

09.40 ENSURING EFFECTIVE PRESENCE IN THE POLISH EEZ ANDBUILDING CAPACITY TO SUPPORT INTERNATIONALOPERATIONS - MODERNISATION OF POLISH FLEETCAPABILITIES • Operational environment in the Baltic Sea, mission spectrum andapproach to EEZ surveillance

• Assessing the impact of budget cuts on acquisition plans – how willcapabilities be prioritised?

• Enabling sustained operational status in an environment of restrictivebudgets –upgrade and overhaul of current fleet

• Gawron-class multi-purpose corvette programme – insight intorequirement framework, choice of subsystems and timelines

• Long-term vision and integration with international naval operations

Rear Admiral Stanisław Zarychta, Commander of Maritime Operation Centre, Polish Navy

Rear Admiral Stanisław Zarychta is currently the Commander ofMaritime Operations Centre of the Polish Navy in Gdynia, Poland. Hebegan his long career as a Navigator, Operational Officer and ExecutiveOfficer, and worked his way from becoming the Senior Staff Officer inthe Reconnaissance and Electronic Warfare Department of the PolishNavy Headquarters and then Commander of the 6th ElectronicIntelligence, before he became the Chief of the Reconnaissance andElectronic Warfare Division (N2) in the Polish Navy Headquarters. In2001 his squadron was awarded with the Honour Emblem of the PolishArmed Forces.

10.10 PRESENTATION DETAILS TO BE CONFIRMEDIf you are interested in speaking please call Ola Jonsson at +44 (0) 207 368 9500


11.10 ROYAL NAVY PERCEIVED FUTURE CONTRIBUTIONTO INTERNATIONAL MARITIME SECURITY -SUSTAINING A COST EFFECTIVE AND BALANCEDFLEET• Royal Navy vision for contribution to international maritimesecurity post SDSR

• Achieving a balanced fleet to meet strategic priorities andmaintain participation in international operationalcommitments

• Surface combatant requirements:o Finding interoperable solutions to enable joint andmultinational contingent operations

o Minimising through life costs for a sustainable fleeto Creating flexible and highly adaptable vessels – using abaseline configuration with modular payloads andcapability teams

o Maintaining global deployability• Competing requirements – what are the trade offs? • Design challenges in achieving affordability• Lean core complements – vision and consequences ofchoosing this route

Commander Kenneth Houlberg, AboveWater Capability, UK MoD

11.40 COST EFFECTIVE FLEXIBLE PAYLOAD FOR FUTUREMULTI MISSION OPV’S• Defining from an industrial viewpoint the prerequisites forpayload flexibility

• Developing an effective baseline payload configuration withmulti mission capability

• Utilising payload modules to enhance capability for specifictasks from disaster relief to MCM - “Plug-and-Play” modulesfor the baseline configuration

• Achieving interoperability with wider fleet capabilities foroptimal mission performance

• Future potential for containerised systems offering high levelsof flexibility and manoeuvrability

Dr. Heino Dobiasch, Senior Sales Manager, VesselSystems, Atlas Elektronik

12.10 BALANCING THE DEMANDS OF INTERNATIONALEXPEDITIONARY MISSIONS AND LITTORALDEFENCE: GERMAN NAVY’S NEW MULTI-COMBATCORVETTE K131 PROJECT • Requirement framework for the new multi-combat vessels • Enabling interception of high speed vessels in the littorals• Designing a vessel suitable for International operations,peacekeeping missions and asymmetric threats

• Considerations and challenges incorporating mission modules• Design principles and strategies for reducing cost from designto through life support

• Programme timelines for the K131 project

Walter Merker, K131 Project Team, GermanFederal Office of Defence Technology andProcurement


14.10 ENSURING EFFECTIVE TRACKING AND PURSUIT OFTHREATS IN THE EEZ – COASTAL PATROL VESSELDEVELOPMENT IN COLOMBIA • Particular challenges and requirements for coastal patrol inColombia

• Progress and timelines for the introduction of the CPV • Achieving the right mix of capabilities for the key missions offishery protection, policing and SAR

• Additional sensors, navigation and surveillance radars• Future plans for potential further vessels and capabilityupgrades

Vice Admiral Roberto Garcia Márquez, PlanningChief, Colombian Navy

6

Diabetes is one of the most serioushealth issues facing Canadians today.According to the Canadian DiabetesAssociation, nine million Canadians ˗or about one in four people ˗ are alreadyliving with this disease or its precursor,a condition called prediabetes (in whichblood sugar is elevated, but not highenough for a diabetes diagnosis).Research shows that the prevalence of diabetes is on the rise.

There are two forms of diabetes.About 10 per cent of cases are type 1,which is caused by the insufficientproduction of insulin, a hormone createdin the pancreas. The body needs insulinto produce glucose (sugar) from foodsand control blood sugar. Without insulin,sugar can build up in the blood to harmfullevels, and this can contribute to serioushealth problems including heart disease,stroke, kidney disease and blindness.

MARCH 2011

Bayshore Specialty Rx Newsletter

Confluence

specialty pharmacy

infusion clinics

patient support services

Taking a proactive approach to diabetes education and management

CO

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NY

OV

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Type 1 diabetes, often diagnosedduring childhood or adolescence, is notpreventable. People who have type 1diabetes must manage the condition bytaking insulin regularly. There are manytypes of insulin, and it is available insyringes, pumps and pens.

The vast majority of people withdiabetes have type 2, in which the pancreasdoesn’t make enough insulin, or the bodymay not be using insulin properly. Unliketype 1 diabetes, type 2 can be preventedor delayed through interventions such asbeing physically active, maintaining ahealthy weight and choosing nutritiousfoods. However, the disease is on the risearound the world, as the population agesand becomes increasingly sedentary, andobesity rates creep higher.

People of Asian, Aboriginal, Hispanic,African or South Asian descent are athigher risk for type 2 diabetes. Otherrisk factors include high blood pressure;having an immediate family member who has diabetes; impaired glucosetolerance; and having high levels ofcholesterol or fats in the blood. TheCanadian Diabetes Association reportsthat diabetes is a contributing factor inthe deaths of about 41,500 Canadiansannually, and adults who have diabetesare twice as likely to die prematurelythan people without the disease.

2093545

Bayshore Specialty Rx, 2155 Dunwin Drive, Unit 10, Mississauga, Ontario L5L 4M1

(continued on back page)

Diabetes causes over40,000 deaths per year

Bayshore Specialty Rx offers a widerange of specialty pharmacy, infusionand patient support services to clientssuch as government care programs,pharmaceutical companies and otherhealth care organizations. Our goal isto improve patient care through anintegrated approach to home andcommunity infusion services. We are a division of Bayshore HealthCare,Canada's largest provider of home and community health services.

Specialty PharmacyOur state-of-the art pharmacy specializes in the preparation, storage and delivery of infusion,injection and specialty medicationsused in areas such as anti-infectiontherapy, chemotherapy and TPN(total parenteral nutrition). We alsodistribute infusion equipment andsupplies and provide support services in this area.

Infusion ClinicsOur national network of over 25 community care clinics offers analternative to the hospital setting forpeople who require infusion orinjection of specialized medications.

Patient Support ServicesWe assist pharmaceutical companiesand health care organizations throughservices that include specialtynursing, clinical consultants, casemanagement, reimbursementservices, home infusions, injectiontraining, clinical trials support, aclinical programs call centre, and drugwarehousing and distribution.

Bayshore Confluence Newsletter 5.1:Confluence 25/03/11 9:18 AM Page 1

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Meeting Lean Leaders

5-7 JULY, 2010 | CCT VENUES,CANARY WHARF, LONDON

Presenting the first benchmarking forum exclusively for Lean leaders...

No presentat ions. Just complete information shar ing.

JOIN YOUR LEANLEADERSHIP PEERS AT AUNIQUE LEAN STRATEGYBENCHMARKING GROUP TO:

• Compare differing approaches to Leanmanagement within real businesses

• Solidify how to accelerate Lean to driveyour critical business strategies for costcutting and growth

• Discuss ways to embed and sustain Leancultures and capabilities for the long-term

REGISTRATION OPEN TO LEAN PROGRAMME

LEADERS ONLY

+44(0)207 368 9300 | [email protected] | www.leaders-in-lean.com

THE LEAN LEADERS MEETING EXPLAINEDNo presentations. Just complete information sharing.

The LEAN LEADERS MEETING is the premier forum that will go past the tools and techniques to discuss how you as a business leader can truly enable and embed Lean withinyour global business operations and culture, and drive the critical transformation you need during 2010 and into 2011.

Through a leader-to-leader debate driven format, you’ll be able to address your most critical Lean deployment challenges ensuring you leave with solutions tailored to yourdevelopment needs. The meeting agenda is constructed to help make sure your business is ready to excel in 2010 by becoming Leaner, fitter, faster and more costeffective.

Here’s how:

1. First of all you’ll find no standard presentations, No self publicity - only complete information sharing and genuine discussion between both multinationalcompanies and public sector Lean organisations.

2. In some cases discussions are led by two or more leaders to reflect the different approaches to Lean implementation across real organisations today making it the perfectchance to compare and contrast theory in practice.

3. You can submit your key challenges and request for discussion to the group ahead of time through the www.sixsigma.com portal – more information upon registration.

4. Attendance by application only ensures critical challenges will be addressed by the most senior Lean and Business Excellence leaders that have either an executive orregional Lean remit.

5. You’ll find No sales pitches – strictly business to business knowledge sharing.

6. Plus it’s the only Lean meeting that focuses on the benchmarking of strategy, infrastructure and deployment throughout your organisation and not application ofthe tools and techniques.

All this makes the Lean Leaders Meeting an unmissable chance to benchmark your Lean programmes against recognised world-class organisational transformation programmesand strengthen your development strategy for the year ahead.

Expect to meet and shareideas in dedicated leader-to-leader environment centredaround key operationaldivision leaders and globaltransformation programmes.

• COO

• CIO

• VP/Director Operations

• VP/Director Business Process

Excellence

• VP & Programme Directors Lean &

Continuous Improvement

• VP & Director Service

Improvement

• VP Strategy & Development

• Director Global Change

Management

Register your interest by calling

+44(0)207 368 9300 or emailing

[email protected], and one of

the IQPC team will contact you

directly to discuss your eligibility.

Feedback from our global Process Excellence leadership network:

“Extremely valuable – I love to continue to come each year” - Clara Edwards, VP Global Quality & Change Delivery, Bank of America

“The conference was the best yet! My congratulations to your team for pushing the envelope and making the conference a "must attend"event.” - John B Douglas, Vice President, PMP | Hess Corporation

+44(0)207 368 9300 | [email protected] | www.leaders-in-lean.com 2

Our Media Partners:

Meeting Day 1: Monday 5th July

8.00 Coffee & Registration

8.50 Opening remarks from IQPC ChairMegan James, Meeting Director, IQPC

9.00 OPENING LEAN BRIEFING: Knowing Where you areHeading: The Path to the Lean IdealJoin Michael Ballé, the renowned author of best selling Leanbooks, The Gold Mine & The Lean Manager, who will set thepace and tone of the discussion for the Lean Leaders Meeting.Michael will compare the ideal Lean approach as laid out inWomack and Jones with the Lean approach adapted bybusinesses across Europe today. As such he will go on to lay outa clear development and discussion framework to runthroughout the 2 days for those serious about progressing Leanfurther throughout their organisation. Key concepts coveredinclude:• Defining the Lean ideal and management system and how

this compares to the pragmatic business model today• The Lean take on strategy – how do they sit together?• Laying the framework for the 2 day meeting:

• Lean & the customer• Lean and people• Lean initiative to Lean culture• Framing the Lean organisation• Resourcing and developing the Lean organisation• Engaging the business

Michael Balle, Co-Author, The Lean Manager & TheGoldmine (published by LEI), Associate ResearcherTelecom Paris & Co-founder The Institut Lean France

10.30 Lean Design and Fit• How exactly does the Lean Management System, sit within

the wider business transformation framework? Stand alone orpart of a broader Process Improvement?

• What is your modus operandi? Get to know your peers Leanprogrammes through a live mapping exercise

• How do existing transformation and Process Excellenceinitiatives need to change or be upgraded to incorporate Lean?

• Lean for cost cutting vs. Lean for growth – positioning Leanas a business driver

Niall Sheehan, Director Operational Excellence, DellAndreas Berger, VP Manufacturing & OperationalExcellence, Nestle

DRIVING PERFORMANCE AT LOWEST COST: ORGANISATIONAL PERFORMANCE, STRATEGY & DEVELOPMENTWith quick business results at a premium, Lean is fast becoming the business approach of choice to drive out cost, sweat your assets and drive growth with low levels of capital investment, streamline end-to-end service deliveryand ensure optimal organisational performance. However, taking Lean from a quick win tactical tool to a transformational business strategy and enterprise wide programme is more complex than it sounds and requires a wholenew model for global process and operational change management to reap the desired results. With this in mind the Lean Leaders meeting will start by analysing and comparing world-class Lean and business transformationstructures and how these can be modelled to fit within your own organisation.

11.45 Coffee Break

12.15 Translating Strategy into Enterprise WideImplementation• Defining the goal and how to get there? Creating a common

roadmap to enterprise wide Lean implementation• Ensuring Lean delivers on the executive business strategy:

Leveraging Lean to deliver long term organisation and culturechange whilst provisioning for the here and now

• Creating value vs. capturing value• Goal alignment: Prioritisation of programme and strategic

Lean initiatives• Translating Lean strategy into operational reality: Ensuring you

are getting the ‘right things done’ not just ‘things done right’• Strategies for making sure Lean delivers big results rather

than dabbling in small scale improvementsPublic sector: Jim Hern, Lean Director, Heart of England NHSTrustPrivate sector: Vincent De Rooij, Lean Programme Director,SCA Packaging

1.30 Lunch

2.30 Driving Optimal Value to the Customer forCompetitive Performance• How can Lean be best leveraged to help achieve optimum

quality of service at the customer interface? • Challenges in providing true customer value across the

extended value stream and how to address them• Outside-in thinking: Modelling your end-to-end business from

the customer backwards • Frameworks and engagement strategies to ensure operational

leaders are connecting on the ground processes to businessperformance

• Integrating Voice of the Business, Voice of the Customer &Voice of the Market

Tami Hargreaves, Head of Professional Services, Barclaycard

3.45 Coffee Break

4.15 Building a Lean FutureYour chance to share and solve your sector specific challenges aswell as make critical decisions around your future Lean strategy.Pick your most relevant industry group from the following:

GOVERNMENT & PUBLIC SECTOR• Discussion around how Lean can be leveraged to help deliver

on the efficiency review and government budgets for2010/2011

• Creating a unified vision for public sector efficiency: Wheredoes Lean fit within the wider transformation picture?

• Comparison between local and central governmentapproaches to Lean

Rhian Hamer, Director Lean, Ministry Of Justice (MOJ)

SERVICE & TRANSACTION• Balancing Lean and risk management• Leveraging Lean to aid integration and rationalisation• Applying Lean for increased customer satisfaction• Adapting Lean management models form the manufacturing

floor to a service centred organisationEddie Steinberg, Lean Deployment Office, Business ProcessManagement & Group Architecture, ABSA

HEALTHCARE• Putting Lean in the healthcare context: Increasing patient

safety and improving Service delivery with minimum resources• Translating Lean management approaches into a healthcare

environment• How to embed Lean working across the entire health sector

What are the barriers? And how do you deliver a standardisedquality of service?

Jim Hern, Lean Director, Heart of England NHS TrustMark Jennings, Director Healthcare Improvement, TheKings FundLesley Wright, Director Diagnostics, NHS Improvement

MANUFACTURING• Leveraging Lean to aid with current M&A and restructuring• Strategies and challenges with restructuring your existing Lean

and Process Improvement programmes into the mergedorganisation

• Bringing products to the market quicker: Reducing cycle timesto get to market ahead of the competition

• Advanced Lean manufacturing: What is the next wave of Leanand how can this help with large scale cost cutting initiatives?

Abdel Hakeem Hammad, Former Global Director BusinessExcellence, Boston Scientific Steve Dreamer, Head of Global Engineering & OperationalExcellence, Novartis Pharma AG

5.30 End of Day One Meeting


8.20 Coffee & Registration

8.30 Recap on Yesterday’s Discussions from IQPC ChairMegan James, Meeting Director, IQPC

9.00 Evaluating Different Lean Implementation Models• Centralised, decentralised and hybrid approaches to Lean

deployments: Trends and experiences from different organisationalstructures and cultures

• Creating strategic awareness, accountability and alignment across aglobal programme: Process and governance infrastructures for local,regional and global operations

• Defining executive sponsorship and Lean leaders roles: How do thetwo fit together? What are the common reporting lines for Lean?

• Seniority of Lean and business transformation leaders: At what tiershould leadership and management sit within the managementstructure for greatest ROI?

Centralised: Niall Sheehan, Director Operational Excellence, DellGrass routes: Eddie Steinberg, Lean Deployment Office, BusinessProcess Management & Group Architecture, ABSACentral - Regional model: Ewan Vanryneveld, MBB - LeanProgramme, AXA Sunlife

10.15 Investing in People: Approaches to Lean Recruitment andStrategic Workforce DevelopmentRECRUITMENT• What are the top skills you should look for in Lean leaders to get the

best results? Which attributes drive the greatest results?• Standardising job roles and the key competencies required by the

business for Lean leaders

• Working with HR and strategic workforce development to drivestrategic Lean recruitment

• Internal recruitment strategies: Successful strategies for bringingleaders from the business to drive Lean change

Dirk Shrader, VP Lean, Global Operations, Astrazeneca

WORKFORCE DEVELOPMENT• Creating uniform capabilities and centralised Lean learning: Ensuring

training and accreditation is standardised globally• Building a complete portfolio of training and workforce

development: Upskilling, learning interventions and job shadowing• Reward, recognition and career development: Driving individual

accountability for Lean by matching with career progression andemployee performance

Kristina Beckendorf, Director PEX Academy, Maersk

11.30 Coffee & Networking

12.15 Strategies for Organisation Wide Employee EngagementDiscussion around creative ways to creating Lean engagement acrossthe whole organisation – from bottom to top: • Internal and external PR campaigns for Lean: Create a brand for

successful communication of Lean and process management • Leveraging social networking and intranets to increase sharing of

information, provide critical feedback and benchmark initiatives• Employee awards programmes: Increasing recognition and rewards

for successful resultsPeter Watkins, Global Lean Enterprise & Business ExcellenceDirector, GKNClare Stephens, Director Operational Excellence Programme,RSASteve Lague, Operational Excellence – Lean Deployment, RSA

1.30 Lunch

2.30 Leveraging Lean to Accelerate & Support Business Re-engineering & Transformation• Strategies for creating meaningful business change through

combining Lean with end-to-end Business Process Management andre-engineering

• Models for linking Lean and business process management for anenterprise wide framework

• How can Lean and process re-engineering be leveraged together todrive accelerated value realisation during restructuring, mergers andtransitions over the next 12 months?

Brent Harder, MD COO Division, Credit SuisseSteve Hebrank, Head OE | CoE Program Execution, EMEA, CreditSuisse

3.45 Going from Business Initiative to Business CultureDiscussion around how to sustain Lean and results after the initialimplementation and amidst business change:• How to make sure this is not just ‘the next improvement fad’: Making

change and best practices stick• Driving pro-active behaviours: Assessing the emotional, social and

political implications that hinder or help organisational change. Whatis your organisational culture?

• Knowledge management: Ensuring sustainable knowledge sharingand capture across the organisation – what is the best way to capturethis knowledge share in the web 2.0 century?

Adam Nowarski, Group Vice President, Head of OperationsManagement Group, ABB

5.00 End of Meeting

Meeting Day 2: Tuesday 6th JulyBUILDING LEAN ORGANISATIONAL CAPABILITY & SUSTAINING CHANGEYou have your strategy and implementation framework, but how do you truly build resources throughout the business to own and drive the Lean programme? With this in mind Day 2 briefings will discuss current approachesto culture change and implementations, enabling you to benchmark your current deployment or plan your future resourcing and development strategies.


“Always valuable to attend – I always learn something”Adrian Dunn, Process Improvement Lead, BP

“Strong panel that complemented each other – very valuable” Emmanuel De Croix, Global Lean Six Sigma Leader, BNP Paribas

9.00 – 1.00

EXTENDED WORKING GROUP A:Capability Building & Maturity Modelling for Lean & Operational Excellence

Based on your information gathering over the last twodays, this half day group will provide the chance to takeyour new knowledge and build a personalised capabilitymaturity framework that fits your organisation’s uniquestructure and strategy.

Through this working group senior leaders will take away:• A formal framework to systematically monitor where

you are against the global benchmark• A long-term tracking tool that will help you monitor

performance and mark how you progress against thesestrategic areas over the year ahead

The Maturity model will cover critical components to Leanstrategy areas such as:• Infrastructure, roles and responsibilities

• Connection from top level strategy to operationalimprovements

• People and skills development: Recruitment, trainingand career development structures

• Programme and project management• Culture and organisational acceptance of Continuous

Improvement?• Retention of knowledge and documentation of

processes• Automation and standardisation of processes• Awareness of the customer (VOB, BOC, VOM?)• Contribution to growth & innovation

Working Group Leader: Peter Evans, DirectorQuality, Virgin Media

Lean programmes have always been about taking outcosts and driving efficiency – but what impact does thishave on your performance and customer experience? Isyour Lean programme positioned to drive not onlyefficient processes but the right processes, for thecustomer in an increasingly competitive market?

Stemming from the customer focused discussion groupon Monday, this working group will delve deeper intohow paying attention to your key processes and theexperiences can not only significantly reduce costs butimprove revenues and enhance service.

Objectives for the focus group will look at how to evolveyour Lean programme to a more customer centric,outside-in approach; ready and able to reposition yourbusiness under the ‘new normal’.

Discussions and key learnings will cover:• Successful Customer Outcomes: How to Turbo

charge your business through Lean and ProcessExcellence programme strategies that are alignedwith successful outcomes

• What is your ‘Moments of Truth’?: How can youmake every customer interaction a profitable one?

• Don’t get bogged down by business rules: Rulesshould guide and help not prescribe

• Using Lean programmes to counteract customerbreakpoints: Leveraging your pre-existing Leanstrategy to reduce complexity and win the triplecrown

Working Group Leader: Steve Towers, CEO &Founder, BP Group

9.00 – 1.00

EXTENDED WORKING GROUP B: Winning the Triple Crown:Repositioning Lean programmes with Outside-in Thinking

OR

Meeting Day 3: Wednesday 7th July


Michael Balle, Author, The Gold Mine & The Lean ManagerMichael is associate researcher at Telecom ParisTech, and holds a doctorate from the Sorbonne inSocial Sciences and Knowledge Sciences. For the past fifteen years, he has focused on lean

transformation (how companies use lean techniques to develop a lean culture) as part of his research onknowledge-based performance and organizational learning. He has written several books and articlesabout the links between knowledge and management (Managing With Systems Thinking, The EffectiveOrganization, Les Modèles Mentaux), and more recently, co-authored two business novels published bythe Lean Enterprise Institute, one about lean turnaround, The Gold Mine and one about leantransformation, The Lean Manager. He is a leading expert on lean transformation initiatives, and anengaging and colourful public speaker, experienced in running interactive workshops with largeaudiences. Michael is co-founder of the Project Lean Enterprise and the Institut Lean France.

Andreas Berger, VP Manufacturing & Operational Excellence, NestleNestlé Continuous Excellence is a global program based on lean thinking that introduces

one approach to drive performance improvement in Nestlé Operations. It is executed through variousinitiatives including Total Performance Management, Six Sigma, Lean Supply Chain, Lean Office and LeanDesign. The program focuses on sustainable improvements in the area of consumer delight,competitiveness and compliance. Moreover, it complements Nestlé’s existing culture and values. Provenresults have been achieved in the markets that started the roll out of the improvement initiatives at factory

level and along the supply chain back in 2007. Nestlé Continuous Excellence will also be rolled out toother functional areas in order to get company-wide coverage. From the start, the program has receivedsignificant support from top management.

Jim Hern, Lean Director, Heart of England NHS TrustHeart of England NHS Trust have been developing their Lean programme and internal

capabilities for about 2 _ years. Covering 3 hospitals, each with their own Lean academy the Leanprogramme supports the development and organic growth of the strategy across each remit.

Vincent De Rooij, Lean Programme Director, SCA PackagingSince 2007 SCA has a well defined transformation agenda that includes 5 closely linked transformationthemes including lean implementations. To do so the programme focuses on 3 dimensions; the

operating system, the management infra-structure and mindset & behaviours. The program is actively supportedfrom the highest level and the programme content and roll-out is centrally organized. The program has realizedsignificant sustainable results in all regions and is now recognized as a powerful change vehicle.

Rhian Hamer, Director Lean, MOJRhian joined the public sector 4 years ago, where as part of HMPS she enjoyed the challenges

of implementing Lean and Six Sigma in a transactional environment for Shared Services. Recently, Rhian

YOUR FACILITATORS

has been appointed as Head of the Lean Academy for the Ministry of Justice. Rhian has recentlycompleted an MBA with Cardiff Business School specialising in Lean, with particular emphasis uponsustainable change within the public sector.

Mark Jennings, Director Healthcare Improvement, The Kings FundAt the NHS Institute for Innovation and Improvement, based at the University of Warwick,

Mark held the post of Priority Programme Director and was responsible for leading work focused on helpingthe NHS improve the quality, productivity and efficiency of care. His role included publishing the NHS BetterCare, Better Value Indicators and leading the Institute’s High Volume Care Programme. In June 2009 Markjoined The King’s Fund to lead its Health Care Improvement Directorate. The King’s Fund works with organisations that are involved in the commissioning, monitoring or supply ofhealth care to identify practical implications and ensure that ideas and insights lead to improvements inhealth care. The three foci of The King’s Fund’s activity are Policy, Leadership and Health CareImprovement. The Health Care Improvement Directorate provides frontline staff with the tools to makereal changes in health care services.

Eddie Steinberg, Lean Deployment Office, Business Process Management & GroupArchitecture, ABSA

Absa Group's Lean Deployment Programme began in March 2007. The programme deployment modelentailed running several waves, each consisting of a number of value stream improvements across allsectors of the bank. A team of external lean/six sigma consultants led and coached many of the valuestream improvements, while partnering with internal change practitioners to transfer the skills of being aLean Value Stream Manager. A central programme governance function was established to be the locus ofsustainable lean deployment, with responsibility for, inter alia, the formal training of Lean Coaches andLean Value Stream Managers.

Ewan Vanryneveld, MBB - Lean programme, AXA SunlifeThe AXA programme for Operational Excellence manages principles, training and standards fromthe centre, devolving regional responsibilities and local application to the country and business

specific verticals. The model manages clear AXA governance of process and application but with culturalfit, application and methodology with the regions

Peter Watkins, Global Lean Enterprise & Business Excellence Director, GKNPeter is responsible for developing, directing and implementing the Lean Enterprise and

Business Excellence (EFQM) approach for GKN Plc (Aerospace, Automotive, Land Systems & PowderedMetals) in over 130 facilities 30 countries with over 38000 employees. In the role he has introduced “Flowof Value “ thinking into the organisation to break through traditional management thinking, works with ateam of Global Continuous Improvement Leaders to support divisional CEO’s and Lean Directors developtheir Lean capability and strategic direction and operates as key member of Lean Enterprise Sub Committee(chaired by GKN CEO) to develop strategic direction on structure , knowledge and process support . Peter isresponsible for deployment of following Lean Enterprise approaches: People Excellence, Business ProcessExcellence - (Lean Office Processes), Production Excellence, Extended Value Stream – Supply Chain.

Clare Stephens, Director Operational Excellence Programme, RSASteve Lague, Operational Excellence manager – Lean deployment, RSA

The RSA Operational Excellence programme serves 20,000 employees in over 30 countries. Running since2008 and focuses on embedding overall Operational Excellence throughout the business including key

pillars of BPM and Lean Six Sigma. As the overall programme lead for Operational Excellence Clare setsthe strategy for development in line with the wider business change programme and Steve leads theglobal Lean deployment including the initiation of key communities of best practice.

Niall Sheehan, Director Operational Excellence (MBB PMP), DellBusiness Excellence is a comprehensive business improvement approach that integrates strategydevelopment and disciplined governance with our powerful improvement techniques of Lean and BPI

(Business Process Improvement). It places a priority on business results through a relentless focus on Customervalue and continuous improvement. Rather than emphasizing tactical projects, the ultimate aim of BusinessExcellence is to transform the way we do business so that we can meet Dell’s strategic business goals.

Brent Harder, MD COO Division, Credit SuisseSteve Hebrank, Head OE | CoE Program Execution, EMEA, Credit Suisse

Credit Suisse fosters a culture of cost management and operational excellence. Through driving efficiencyimprovements with the strong involvement of senior management the organisation pursues plans tofurther develop CoE (Centres of Excellence). Since inception of the CoE programme four years ago, theprogramme team have deployed more than 7,000 roles, or 13% of our workforce. Supported by thecontinued focus on the Operational Excellence programme the culture of continuous improvement andclient focus has become a key part of implementing strategic initiatives.

Kristina Beckendorf, Director PEX Academy, A.P.Moller-Maersk A/SMaersk Line has been on a Process Excellence (PEX) journey for 3_ years now, pursuing thechange towards a continuous improvement culture as well as global step-change, strategic

improvement projects. A critical enabler for this journey has been the development and deployment of aninfrastructure (Belts) as well as Process Excellence mindset and capabilities across the global organisation.The capability development programs include Green Belt (< 1,000 trained) , Black Belt (< 120 trained),Process Leaders (< 300 trained), Champions and other classroom style courses as well as a comprehensivee-learning suite (completed by < 20,000 colleagues). PEX learning has also been incorporated into thetalent and leadership development programs and is gradually becoming the "way to work".

Adam Nowarski, Group Vice President, Head of Operations Management Group, ABBWorking in ABB on quality and operational excellence for 12 years, Adam is currently in

charge of the Operations Development Group world-wide. Sitting underneath the strategic GroupFunction Quality and Operational Excellence the team is made up of 45 experts/facilitators of OPEXthroughout the ABB business (Lean, Six Sigma & Theory of Constraints). The group is also instrumental inaccelerating the new ABB quality and operational excellence approach called ABB OPEX 4Q - a crossgroup approach to quality with the ambitious mission of converting 50% of Group employees (60,000people) within just a 3 year remit.

Steve Towers, Founder & CEO, BP GroupSteve Towers is the founder of the Business Process Management Group

(www.bpgroup.org) a global business network exchanging ideas and best practice in BusinessPerformance Management, Transformation and Process Improvement. He works with many of theleading fortune 500 companies as a mentor, coach and sometimes consultant specializing in theimplementation of performance improvement, process change and transformation. Steve previouslyworked for Citibank where he led restructuring and business process transformation programmes both inthe US and Europe.


YOUR FACILITATORS... continued

PAYMENT TERMS: Payment is due in full upon completion and returnof the registration form. Due to limited conference space we adviseearly registration and payment by credit card to avoid disappointment.Your registration will not be confirmed until payment is received.Admission to the conference will be refused if payment has not beenreceived. Payment of invoices by means other than credit card, orpurchase order (UK Plc and Government bodies only) will be subjectto a £45 (plus VAT) processing fee.

CANCELLATION AND SUBSTITUTION POLICY: Provided the fee has been paid in full, substitutions at no extra charge can be made up to 7 businessdays before the start of the conference. Cancellations must be received in writing or by fax to +44 (0)20 7368 9301, more than 7 days before the conferenceis to be held in order to obtain a full credit for any future conference. Cancellations received 7 days or less (including the seventh day) prior to the conferencewill not be credited. In the event that IQPC cancels an event payments received at the cancellation date will be credited towards attendance at a futureconference, or in the event of postponement by IQPC, a rescheduled date. Credit notes remain valid for twelve months.

IQPC reserves the right to postpone or cancel an event, to change the location of an event or to alter the advertised speakers for an event. IQPC is notresponsible for any loss or damage as a result of substitution, alteration, postponement, or cancellation of an event due to causes beyond its controlincluding without limitation, acts of God, natural disasters, sabotage, accident, trade or industrial disputes, terrorism, or hostilities.

SPEAKER CHANGES: Occasionally it is necessary for reasons beyond our control to alter the content and timing of the programme or the identity of thespeakers

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Registration Card

CCT Venues - Canary WharfIsis Building - Thames Quay, 193 Marsh WallLondon E14 9SG, UKwww.cctvenues.co.uk

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There will be no attendee passes available for solution providers of any kind. For alternative information on sponsorshipopportunities please email [email protected]

Please note your application for registration will be considered upon submission and additional profiling requested. Based onthe senior nature of this event attendees will be accepted from the following remits.• Global/regional programme leaders • Decision makers and budget holders for Lean development• VP – C-level business responsibility with an interest in Lean development

Book and Pay before Book and Pay before Standard26th March 2010 7th May 2010 Price

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❑ Please keep me informed via email about this and other related events.

❑ Check enclosed for $_________ (Payable to IQPC) ❑ Charge my ❑ Amex ❑ Visa ❑Mastercard ❑ Diners Club

Card #___________________________________Exp. Date___/___CVM code ______

❑ I cannot attend, but please keep me informed of all future events.

18579.001/D/KV

Lean Leaders MEETING

3 EASY WAYS TO REGISTER:Email: [email protected]: +44(0)207 368 9300Web: www.leaders-in-lean.com❑ 2 day meeting pass + half day working group

❑ 2 day meeting pass

The Lean Leaders Meeting will be attended by senior and global Lean leaders anddecision-makers from across both private and public sector organisations, bringing togetherthe most qualified buyers and solutions providers in one location. With tailored networkingand a discussion based programme, sponsors can achieve the face-to-face contact thatovercrowded trade shows cannot deliver.

Sponsorship is available in line with leadership needs in the following categories:

• Recruitment

• Training

• Consulting

• Lean & Process Management software

Due to the small discussion based nature of the event sponsorship will be limited. To enquireabout opportunities for your business to get involved get in touch today – [email protected] or call out sponsorship team on +44(0)207 368 9500.

Sponsorship Opportunities

Your customer registration code is:

When registering, please provide the code above.

I know I am in a veryselect group who has what it takesto meet a challenge head-on. I have a greatdeal of respect for my fellow CMO designee’s.It’s not easy, but that’s the point, and that’s whyit’s so important to pursue it. It’s a competitiveworld and we have to be just as good as, orbetter, than our global counterparts.

James A. (Sandy) Hay, CMO County Planner, United Counties of Leeds and Grenville

I felt obtaining my CMO would increase my abilityto achieve a position that contributed to my innergrowth and intellectual levels; therefore allowingme to excel as an outstanding employee andmember of the community.

Ilidia Sa Melo, CMO Deputy Clerk, City of Cambridge

Achieving the CMO recognizes the range of skillsrequired for successful municipal managers and%also highlights your various career achievements todate. If committed to the municipal sector, theCMO designation is a most worthwhile investment.

Tony Haddad, CMO Chief Administrative Officer,Town of Tecumseh

Standard

CMO

Do You Have

What it Takes?

2680 Skymark Avenue, Suite 910, Mississauga ON L4W 5L6 Telephone: (905) 602 4294 • Fax: (905) 602 4295e-mail: [email protected] • www.amcto.com

About AMCTOAMCTO represents excellence in local governmentadministration. As Canada’s largest municipalprofessional association, AMCTO has provided education& training, advocacy, and leadership for Ontario’smunicipal professionals for over seventy years.

For more information about the CMOdesignation, please contact AMCTOMembership Services at (905) 602-4294 or bye-mail at [email protected].

Certified MunicipalOfficer

ExcellenceMunicipalof

The

The CMO offers opportunities to give ofyourself, to influence and to lead. As the thirdof four municipal planners to currently hold thedual designation of CMO and RPP, I hope it willattract other municipal planners to obtain bothdesignations. This will mean an enhancement ofskills and further build the reputation ofplanners in their capacity as a municipal planner,manager, director or CAO..

Marsha Paley, CMO Senior Policy Planner,Town of Caledon

The CMO designationrepresents achievement, professionalism,

quality of work and innovation. These are allareas that I hold in high regard, both personallyand professionally.

Christine Robinson, CMO Chief AdministrativeOfficer/Clerk, Municipality of West Grey

I believe the process of obtaining the CMOreaffirms each individuals' capabilities. TheCMO designation gives me a renewedsense of confidence in my professionalismand knowledge.

Cathie Best, CMO Clerk, Town of Oakville

In our role as administrators serving thecommunity and the public it is incumbent uponeach of us individually to be as knowledgeableand professional in many subject areas. TheCMO designation identifies administrators ashaving a provincially recognized set of skills andexperience in conducting their day to day duties.

G.J. (Greg) Borduas, CMO Chief AdministrativeOfficer, Municipality of Thames Centre

By nature I am a very competitive person. WhenI first started hearing about the CMO I said tomyself “Self, you are going to do this. Self, youCAN do this. Self, YOU WILL DOTHIS”.Assemblingtheevidencewaslikeflipping throughan old photo album of my career; it really wasquite enjoyable.

C. Anne Greentree, CMO Deputy Clerk,Municipality of Clarington

CMODo You Have

What It Takes?

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