Project Management

Walter Brian Slipetz, CRSP, MBA *** Schaeffer Outlook

Ph.D. in Business Management, Oklahoma State University Newmarket, Ontario L3X 1V9

Focus: Risk Management Residential phone: 905-***-****

Class of 2013 E-mail: ********@*********.**

Profile - An action oriented and results-focused business professional, Walter Slipetz

has proven expertise in strategic planning, the corporate balanced scorecard and the

managed systems approach to mitigating corporate risk and improving Quality,

Health, Safety, Environmental (QHSE) performance and the bottom line financial

performance. Highly skilled in the analysis of Political, Economic, Social and

Technological (PEST) issues, Mr. Slipetz is a natural leader and a strong administrator

with a solid commitment to business excellence. Mr. Slipetz is a subject matter expert

in the Prevention of Risk through Integrated Systems Management (PRISM).

• Strategic Planning and the Balanced Scorecard

Collaborates with Senior Management to establish and successfully achieve annual corporate objectives,

measures, targets and initiatives related to vision, policy and strategy using the balanced scorecard as a strategic

management tool to improve financial performance, customer service, internal business processes and learning

and growth opportunities. Actively participates in the business development process to identify potential

opportunities and secure profitable business for the company so that shareholder return is in the top 5% of the

companies in the Energy and Chemicals sector.

• Safety

Responsible for design, implementation and operation of exp’s EHS Management System.

Leadership for the development and implementation of Energy and Chemicals OHSAS 18001

EHS Management System. Led the development and implementation of the Toronto Hydro

Safety System, which achieved a 40% reduction in accident frequency in just two years as well

as full-scale implementation of the International Safety Rating System (ISRS); Achieved twelve

million safe work-hours on two petrochemical projects in the Kingdom of Saudi Arabia; Two

million work-hours of accident-free work at Pickering Nuclear Power Facility; million hours on

CHS ULSD Project in Montana; million hours on SCR Project for OPG, Nanticoke & Sarnia,

Ont.

• Health

Established the corporation’s first ergonomics program to address increased compensation

claims involving repetitive strain and soft tissue injuries; Introduced the company’s first

industrial hygiene program, which included medical surveillance for employees exposed to

designated substances; Implemented a WSIB Control Program to reduce claims and premiums

together with the company’s first Return to Work Program.

• Environment

Led the implementation of an ISO14001 Environmental Management System, which resulted in

the destruction of more than 400 metric tons of PCB waste in a two-year time frame and the

abatement of asbestos, lead and mercury for company premises.

• Quality

Provides leadership in Quality Management to one of America’s leading Engineering and

Design firms; Coordinated numerous successful external audits of its Quality Management

System to achieve certification against ISO 9001:2000 standards; Achieved best in class

results among seven international offices; Designed and implemented Quality Plans for all

major domestic and international projects.

With more than 25 years of professional and business experience, Walter Slipetz has a proven

track record in a senior management role at Canada’s largest municipal electrical utility and with

one of America’s leading Engineering, Procurement and Construction firms.

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Professional and Business Experience

2011- Present exp Services Inc.

Global Corporate Director EHS

Responsible to the exp Chief Operating Officer for the development, implementation,

monitoring, review and continual improvement of exp’s global EHS Management System

consistent with the requirements of OHSAS 18001, ISO 14001 and ISO 9001 across all

exp affiliates domestically and internationally. Exp is a Canadian based privately held

professional engineering company consisting of 3600 employees with over 100 regional

offices across Canada, USA and the Far East.

2002 - 2011 Shaw Energy and Chemicals Group

Corporate Regional Manager, Health, Safety, Environment and Quality

Responsible directly to the Vice President of Health and Safety for the development and implementation of

health, safety and environmental management systems at Shaw Energy & Chemicals’ national and international

Engineering and Construction Projects. Shaw Energy & Chemicals is part of the Shaw Group of companies,

which employs over 28,000 employees internationally. Responsible to support business development process to

identify, target and capture potential marketplace and sector opportunities.

1985-2001 Toronto Hydro-Electric System, Manager Safety & Environmental Systems

Responsible for the development, implementation and monitoring of effective corporate Safety and

Environmental Systems designed to protect the health and safety of Toronto Hydro employees, the public and

the natural environment. Major responsibilities included development of policies, OHS&E Systems, standards

and administrative controls, short and long-term strategic planning, reporting to the Board of Directors,

management of human and financial resources, compliance monitoring, program management auditing,

training, software solutions including Parklane and general consulting.

Major Accountabilities:

Develop HSEQ strategic plans that meet or exceed annual corporate performance and

1.

financial HSEQ goals

Leverage business development opportunities to provide superior relationships with

2.

customers and increase shareholder satisfaction.

Identify, prioritize and implement critical workplace HSEQ systems and training programs

3.

for site construction projects including subcontract risk mitigation.

Develop, implement and audit HSEQ programs, which proactively control product quality,

4.

workplace hazards and environmental impacts on all construction projects.

Establish fiscally responsible budgets and ensure that all projects are on budget.

5.

Set project implementation schedules and controls to ensure that all construction projects

6.

are completed safely, on-schedule and to the satisfaction of the client.

Education

1987 Bachelor of Arts Degree York University

Certificate in Occupational Health and Safety Ryerson Polytechnical University

1989

1996 Diploma in Occupational Health and Safety McMaster University

2002 Masters of Business Administration University of Western Ontario

2013 Ph.D. in Business Management Oklahoma State University

Focus: Risk Management Spears Business School

Tulsa, Oklahoma, USA

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Professional Accreditation

1994 Canadian Registered Safety Professional Association for Canadian Registered

Safety Professionals

1995 Accredited Safety Auditor Designation Det Norske Veritas

2000 Certified Utility Safety Administrator National Safety Council

2008 Lead Auditor ISO 9001:2008 & OHSAS 18001 BSI America

Other Job-Related Workshops, Seminars or Courses

Training Certificates

• George Brown College of Applied Arts and Technology

Certificate of Basic Machine Shop – 1979

• Electrical Utilities Safety Association

Certification of High Voltage Rubber Techniques – 1983

• Association of Municipal Electrical Utilities

Certificate of Registration, Power Lineman - 1984

• Ontario Ministry of Colleges & Universities

Certificate of Qualification, Power Lineman - 1984

• Ontario Safety League

Defensive Driving Instructor’s Course, Motor Vehicle Trainer’s Course – 1985

• Ontario Federation of Labour

Certificate in Occupational Health and Safety – 1986

• Quest Electronics

Certificate of Noise Measurement – 1986

• Northwest Training & Development

Back Power Train-the-Trainer Program – 1990

• Electronic Scanning Technologies Inc.

Certificate in Asbestos Abatement/Awareness – 1990

• Worker’s Health and Safety Centre

Instructor’s Health and Safety Training Certificate – 1990

• University of Toronto

5-Day Workshop in Industrial Hygiene – 1990

• Toronto Hydro Electric Commission

Certificate in Front Line Leadership - 1991

Certificate in Leader/Supervisor Skills – 1993

• Ontario Hydro

System safety Training Program – 1991

• International Compliance Centre

Transportation of Dangerous Goods Certificate – 1992

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• Industrial Accident Prevention Association

Practical Loss Control Trainer’s Certificate – 1995

• McMaster University

Fundamentals of Air Sampling – 1996

• Systems Approach Strategies

Taproot Advanced Team Leader Accident Investigation Course – 1997

• Quality Management Institute

Certificate in Environmental Management Systems – 1997

ISO 14001 Lead Auditor Training Program – 1998

• Covey Leadership Centre

Seven Habits of Highly Effective People - 1999

The Four Principles of Leadership – 2001

• IPADE Pan-American Business Institute

Mexico City, Mexico, Ivey International Business Conference – 2001

• Quest Management Services

ISO 9000:2000 One Day Workshop – 2002

ISO 9000:2000 Internal Audit Training – 2002

ISO 9001:2008 QMS Requirements - 2008

• Resource Environmental Associates

Joint Health and Safety Committee Basic Certification Training – Parts 1 & 2 – 2003

• American Management Association

Shaw E&C Project Management - 2008

• Ken Blanchard Companies

Situational Leadership II - 2008

• American Society of Safety Engineers

International Member - 2008

Principles of Leadership - 2008

• St. John Ambulance

Standard First Aid and CPR Level A, 2006 Protocols - 2008

• Constangy, Brooks & Smith LLC

OSHA Recordkeeping - 2008

• British Standards Institute

Lead Auditor Certification – ISO 9001:2008 Quality Management Systems - 2008

Lead Auditor Certification–OHSAS 18001:2007 Health Safety Systems - 2009

• United States Department of Labor, OSHA, California State University

OSHA Standards for the General Industry, OSHA 511 - 2009

Occupational Safety & Health for the Construction Industry, OTI 510 - 2009

• ElectroLab Training Systems, Belleville, Ontario

SafeStart Training Workshop - 2009

• Apollo Root Cause Analysis, Baton Rouge, Louisiana - 2011

• Infrastructure Health and Safety Association

Certificate of Recognition (CoR) Training, Mississauga, Ontario - 2012

• Alberta Safety Council, Internal Auditor Certificate of Recognition (C0R), Airdrie, Alberta

2012

• British Standards Institute, Auditor Integrated Management Systems, Calgary, Alberta 2013

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Professional Qualifications, Licenses and Memberships

• Canadian Electricity Association Environmental Commitment Responsibility Steering

Committee

• Chair, Toronto Hydro ISO 14001 Implementation Working Group

• Toronto Hydro Corporation Union-Management Safety Strategy Steering Committee

• CEA Accident Prevention Benchmarking Committee

• Toronto Hydro Safety Steering Committee

• Toronto Hydro Strategic Planning Committee

• Canadian Environmental Auditor’s Association

• GTA Inter-Utility Safety Team

• Municipal Electric Association Health and Safety Matters Committee

• CEA Public Safety Benchmarking Committee

• Association for Canadian Registered Safety Professionals

• International Society for Fall Protection

• Association of Electrical Utilities Safety Professionals

• Canadian Society of Safety Engineers

• Ontario Construction Users’ Council

Project Experience (Samples)

Electrical Utility Work

Mr. Slipetz maintained a long-standing successful safety career with Canada’s largest electrical

utility from 1978 – 2001 engaging in numerous projects that achieved outstanding results in safety

performance. During this period, the utility sought to develop and implement a safety program

referred to as System Safety. This approach later formed the basis of much of INPO’s (Institute of

Nuclear Power Operations) Human Performance Tools: General Practices for Organizing,

Planning, Monitoring, and Feedback that Promote Excellence in Human Performance. Key

components of this approach are as follows:

DIRECTION AND EXPECTATIONS

• Human Performance Oversight Committee

• Human Performance Strategic Plan

• Leadership

• Behavioral Expectations

PLANNING AND IMPLEMENTATION

• Risk Assessment

• Communication Strategy

• Change Management

• Task Assignment

• Pre-Job Briefing

• Conservative Decision Making

MONITORING AND ASSESSMENT

• Observation Program

• Identifying Focus Areas

• Dynamic Learning Activity

• Human Performance Event-Free Clock

FOLLOW-UP, REINFORCEMENT AND FEEDBACK

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• Positive Reinforcement

• Coaching and Correcting

• Culpability Assessment Tool

• Performance Gap Analysis

• Human Error Causal Analysis

• Post-job Review

Power (Nuclear)

As part of its ongoing program to maintain its nuclear power facilities, Ontario Power Generation

contracted with Shaw Stone & Webster Nuclear Services to lead the system refurbishment required

for the restart of the Pickering ‘A’ Nuclear station east of Toronto, Ontario, Canada. Mr. Slipetz was

the Shaw Canada Safety Manager for this project. Services included:

• Project management

• Development and implementation of the project quality assurance policy

• Development and implementation of the project EHS management program

• Overall project outage management (work planning, scheduling and assessment)

• Project services and controls management and site administration/ human resources

management

• Engineering management and detailed engineering

• Construction management including overall field supervision, training and overall project

labor relations responsibilities

The duration of the project was 1999-2003.

Key accomplishments included:

• Peak craft staffing was 1200 with non-manual staffing of over 400

• Over 2 million hours worked without a lost-time accident

• Pickering A, Unit 4 was restarted successfully on September 24, 2003.

Unique challenges:

The four units had been shut down since December 1997. The restart effort consisted of a

comprehensive refurbishment of the units to extend the design life substantially. This required

large-scale disassembly and rehabilitation of a sizable portion of the plant systems.

Shaw Stone & Webster safety requirements for this project included:

• Administration of the safety program for all contractors to ensure that safety is a top priority

• Implementation of Human Performance Tools for Managers and Supervisors

• Lead Pre-Job Briefings and Post-job Briefings to ensure proper documentation and

compliance with Client safety requirements

• Monitoring workers and reinforcing the use of Event Free Tools (Pre-Job/Post-Job

Briefings, 3-way communication, Self Check STAR Stop-Think-Act-Review, Procedural

Use and Adherence, Questioning Attitude and Conservative Decision Making)

• Conduct Observation and Coaching to improve the behavior of workers

• Audit JSA’s daily to ensure contractors identify hazards and implemented effective control

barriers

• Monitor supervision to ensure training is up to date.

• Lead weekly craft safety meetings and support site management and supervision

• Assist supervision with completing Station Condition Records

• Maintain daily log of events

• Perform daily field observations / safety inspections

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• Conduct Accident Investigations

• Detect substandard acts and/or substandard conditions; take necessary action to correct

and prevent these conditions

• Liaison with government officials during safety inspections and visits

• Provision of incident management data and analysis

• Monitoring inventory of safety equipment required on the site

• Safety orientation and training

• Implementation of safety recognition program

Power (Coal) – Ontario Power Generation Selective Catalytic Reduction (OPG SCR) Project:

As part of its ongoing plan to improve the environmental performance of its fossil-fuelled generating

stations, Ontario Power Generation Inc. (OPG) installed selective catalytic reduction (SCR) units on

two units at its Lambton coal-fired station, located on the St. Clair River near Sarnia, Ontario and

two units at its Nanticoke coal-fired station, located near Simcoe, Ontario on the north shore of

Lake Erie. As part of this project, auxiliary power upgrade was required at both plants. Auxiliary

power upgrade included installation of two reserve transformers at each generating station.

Mr. Slipetz was the Safety Manager and Project QA Representative for this project. The project was

completed in December 2003 with million safe work-hours.

Process (Oil & Gas) – Cenex Refinery Desulphurization Project:

Presently, Cenex Harvest States plans to construct a new Diesel Fuel Desulfurizer (U-900) at

the Laurel, Montana Refinery to produce ultra low sulfur diesel (ULSD) with a

sulfur content of < 7 ppm sulfur. The ULSD will meet the U.S. EPA’s Tier 2

specification of 15 ppm maximum sulfur content for highway diesel fuel at retail

outlets by June 1, 2006. UOP conducted a study of the existing 16,000 BPSD

Hydrodesulfurization Unit and concluded that a revamp of this unit to produce

ULSD would not be cost effective. The existing Middle Distillate Unifiner (MDU)

will be shutdown and existing equipment could be considered for use in the new

unit. Scope of the ULSD includes the battery limits equipment required for the

desulfurization and several support systems to provide lean amine and purified

makeup hydrogen. Mobilization is scheduled to begin no later than September

2003. Cenex is targeting a 2nd quarter 2005 start-up date for the Diesel Fuel

Desulfurizer in order to generate credits for early introduction of ULSD to the

retail market. Mr. Slipetz was the corporate Safety Manager and Project QA

Representative for this project.

Process (Ethylene Plant) – Exxon Mobil Chemicals Singapore Parallel Train Olefins

Recovery Project

In 2007, ExxonMobil Chemicals announced its final decision to move forward with plans to build

a second world-scale steam-cracking complex in Singapore. Shaw Energy & Chemicals Group

was retained to provide technology, design, engineering, procurement and construction for the

1,000,000 tons-per-year olefins recovery facility and a 220-megawatt power cogeneration unit in

this complex. The Singapore Parallel Train Olefins Recovery Project is headquartered in

Shaw’s Houston office and supported by an engineering affiliate office/ organization in Mumbai,

India.

In his capacity as E&C EHS Manager from the Toronto Office, Mr. Slipetz was assigned to audit the

EHS Management System activities of the project and to ensure that the on-site EHS team of

approximately 30 EHS Professionals was properly organized and supported.

As of June 2010, the project has 3500 crafts working at site with manpower expected to peak at

approximately 8000 workers and completion scheduled for the end of 2011.

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Currently, the Exxon Mobil SPT Project has celebrated 20 million man-hours of safe work.

Process - ABU DHABI GAS LIQUEFACTION COMPANY, PARAFFINIC NAPHTHA TANKS

REPLACEMENT FEED – Das Island, Abu Dhabi

Abu Dhabi Gas Liquefaction Company (ADGAS) has retained Shaw Canada to carry out Front End

Engineering (FEED), to prepare Project Definition Report (PDR) and to produce Engineering-

Procurement-Construction (EPC) Package. Additionally, Shaw Canada will be required to identify

long lead items up to technical short listing of fully compliant VENDORS and their inclusion in the

EPC Enquiry packages. Shaw Canada shall also carry out all relevant activities to ensure that the

EPC Package is complete and ready for tendering as detailed by ADGAS Specifications and

related Guidelines. Responsibilities to the client include definition of the following key areas: Project

HSE Goals and Targets, Key Performance Indicators, Order of HSE Document Precedence,

Project EHS Roles & Responsibilities, Design HSE Approach, HSE Requirements for

Subcontractors, HSE Audits, Hazard Management, Risk Tolerability Criteria, Major Accident Hazard

Management, HSE Performance Standards, Construction HSE Requirements, Environmental

Management and Transportation Security Arrangements for site.

Pipeline – TransCanada Keystone Pipeline

TransCanada (Calgary) has retained exp (Energy Services Division, Houston, TX) to provide

project management and EHS support services to its Keystone Pipeline Project. The U.S. $13

billion Keystone pipeline system will play an important role in linking a secure and growing supply

of Canadian crude oil with the largest refining markets in the United States, significantly improving

North American security supply. In June 2010 TransCanada commenced commercial operation of

the first phase of the Keystone Pipeline System. Keystone's first phase was highlighted by the

conversion of natural gas pipeline to crude oil pipeline and construction of an innovative bullet line

that brings the crude oil non-stop from Canada to market hubs in the U.S. Midwest. Keystone

Cushing (Phase II), an extension of the Keystone Pipeline from Steele City, Nebraska to Cushing,

Oklahoma went into service in February 2011. The 36-inch pipeline connects to storage and

distribution facilities at Cushing, a major crude oil marketing/refining and pipeline hub. The

proposed Keystone Gulf Coast Expansion Project is an approximate 2,673-kilometre (1,661-mile),

36-inch crude oil pipeline that would begin at Hardisty, Alberta and extend southeast through

Saskatchewan, Montana, South Dakota and Nebraska. It would incorporate a portion of the

Keystone Pipeline (Phase II) through Nebraska and Kansas to serve markets at Cushing,

Oklahoma before continuing through Oklahoma to a delivery point near existing terminals in

Nederland, Texas to serve the Port Arthur, Texas marketplace. Exp has extensive experience with

large diameter transmission pipeline systems including the planning, design, permitting and

construction of new facilities as well as the support, maintenance and rehabilitation of existing

systems. Along with routine engineering, exp provides the following services: pipeline engineering,

environmental services (environmental impact and regulatory processes), safety oversight as well

as design and construction expertise. Technical services include: route selection; system design;

permitting and permit support; environmental inspection; survey management; river and wetland

crossing design; river hydrology, hydraulics and sediment transport modeling; crossing design;

erosion and sediment control planning; right-of-way restoration planning; public relations and

stakeholder consultation; construction planning and management; geotechnical engineering

services; project management and execution planning.

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