presentation will focus on - s28338.pcdn.co · liabilities i.e. costs of decommissioning beyond...
TRANSCRIPT
MANAGEMENT & GOVERNANCE
ANNE LOUISE ABOUD DEPUTY DIRECTOR OPERATIONS/
CHIEF OPERATING OFFICERNOVEMBER 14, 2018
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Presentationwill focus onansweringthe following question(s)...
b) Have any governance issues been dealt with appropriately?
a) Has the NRC demonstrated sound stewardship of resources?
Has TRIUMF been administered and delivered in an economic and efficient manner?
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The following presentation will provide a performance overview over the past 5 years in 10 key areas and offer insight into plans for 2020-2025...
TRIUMF is confident it has provided excellent value for money, acted as a strong administrator and manager of its resources and continues to strive to improve its governance practices...
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Governance Organizational Structure
Enterprise Risk
Management
Environment, Health
& Safety
Facilities & Master
Plan
Quality & Process
Improvement
Equity, Diversity & Inclusion
Information Technology
Human Resources
Project Management
Key Organizational Areas
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Governance Organizational Structure
Enterprise Risk
Management
Environment, Health
& Safety
Facilities & Master
Plan
Quality & Process
Improvement
Equity, Diversity & Inclusion
Information Technology
Human Resources
Project Management
Key Organizational Areas
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TRIUMF is a joint venture owned and operated by 20 member universities
Full members share in the laboratory’s liabilities i.e. costs of decommissioning beyond dedicated fund
TRIUMF is revisiting its currentgovernance model to further enhance its efficiency and effectiveness
Watson Advisors is assisting with developing TRIUMF’s newgovernance model
Governance -Current State
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7*Schematic courtesy of Watson Advisors
TRIUMF Current/Status Quo Board Structure*
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Smaller, skills-based Board with 10-12 Governors
Legal structure changed to incorporation i.e. not-for profit charity
Governors to be elected by a Members’ Council. A new Science Council will provide research guidance
Governors can be drawn from both member universities and the general population
Member universities will still have strong voice and represent both their best interests and TRIUMF’s
Director and senior management team roles succession planning is vital
The Board will operate more strategically and proactively and enhanced stewardship policies to be developed and implemented
Governance -Future State
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321
9*Schematic of new proposed governance structure courtesy Watson Advisors
Proposed New Board Structure for TRIUMF*
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Organizational Structure
Key Organizational Areas
Governance
Enterprise Risk
Management
Environment, Health
& Safety
Facilities & Master
Plan
Quality & Process
Improvement
Equity, Diversity & Inclusion
Information Technology
Human Resources
Project Management
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OrganizationalStructure -Current State
Key organization leaders all reporting to Director
Need identified for two new Deputy Directors, Research (CRO) and Operations (COO)
Provide better delineation between science/research and core functions/operations
Desire to move from strong line management to more matrixed model
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Safety
Personnel
Audit
TRIUMF Innovations Board
FinanceBoard of Management
Digvir Jayas, Chair
Physical SciencesJens Dilling
Life SciencesPaul Schaffer
EngineeringRemy Dawson
AcceleratorOliver Kester
TRIUMF Innovations
Kathryn Hayashi, CEO
Governance
DirectorJonathan Bagger
Deputy Director – ResearchReiner Krücken
Deputy Director – OperationsTBD
Deputy Director – OperationsAnne Louise Aboud
DirectorateJim Hanlon
Chief Administrative Officer
Henry ChenChief Financial Officer
Anne TrudelChief Safety Officer
Patricia BaqueroQMS Leader
Eric GuétréHead, Project Management Office
Sean LeeHead, External Relations
Lisa LambertHead, Strategic Communications
CurrentOrganizationalStructure
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OrganizationalStructure -Future State
Build stronger functional organization to fully support scientific divisions
Align all operational functions under COO including some areas presently in Engineering
Similarly further delineate research functions overseen by CRO which are currently embedded in the Divisions
New structure also enables more focus on strategic vs day to day priorities
More matrixed structure enables better cross-training and resource sharing opportunities
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DIRECTOR’S OFFICE
ASSOCIATE LABORATORY DIRECTORS
DEPUTY DIRECTOR, RESEARCH
DEPUTY DIRECTOR, OPERATIONS
Physical SciencesChief Financial Officer
Chief Administration Officer
External Relations
Technical Services Group
Project Management Office
Oversight PlanningEducational Programs
Research Funding & Administration
User Office
Information Technology
Environment, Health & Safety
Quality Management Systems
CommunicationsFacilities Human Resources
Life Sciences
TRIUMF Innovations
EngineeringAccelerators
DRAFTDirector
Jonathan Bagger
Chief Research Officer/ Deputy Director, Research
Chief Operating Officer/ Deputy Director, Operations
Reiner Kruecken Anne Louise Aboud
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ProposedOrganizationalStructure
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Organizational Structure
Key Organizational Areas
Environment, Health
& Safety
Governance
Enterprise Risk
Management
Facilities & Master
Plan
Quality & Process
Improvement
Equity, Diversity & Inclusion
Information Technology
Human Resources
Project Management
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Environment,Health &Safety Highlights
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Lost time 0 days in 2013, 2014 and 2016. Working to address spikes in 2015 and 2017
Personnel dosages and airborne emissions continuing their decline over time
Strong safety culture & awareness site-wide validated by external assessments
Strengthening operational safety in work permit & site access systems
Formal safety assessments in planning for experiments & projects
External safety reviews conducted regularly
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Environment,Health &Safety Priorities
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Continue reviewing and strengthening work control processes to mitigate potential risk including full roll out of job hazard assessment tools
Focus on return to work policies and practices given recent injury incidents
Review site access procedures and enhance perimeter security/defenses
Strengthen internal auditing of various EH&S programs ensuring compliance in addition to external inspections
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Project Management
Key Organizational Areas
Organizational Structure
Governance
Enterprise Risk
Management
Environment, Health
& Safety
Facilities & Master
Plan
Quality & Process
Improvement
Equity, Diversity & Inclusion
Information Technology
Human Resources
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ProjectManagementHighlights
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Established Project Management Office in 2017
Modelled on gate review decision process following critical industry best practice
Important guidance on project go/no go decisions
Potential project risks identified &mitigated early
More rigorous, disciplined and consistent project oversight
Resource roll-ups for forward planning provide key information on organizational capacity
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Optimize site-wide resource allocation, tracking and projection
Improve integration of planning for operational and project work
Pilot Earned Value Project Management for select TRIUMF projects
Provide project assistance and guidance to continuous improvement program at TRIUMF
ProjectManagementPriorities Ensure projects are successfully
executed (ARIEL-II, IAMI, UCN, M9H)
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321
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Information Technology
Project Management
Key Organizational Areas
Organizational Structure
Governance
Enterprise Risk
Management
Environment, Health
& Safety
Facilities & Master
Plan
Quality & Process
Improvement
Equity, Diversity & Inclusion
Human Resources
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InformationTechnologyHighlights
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34567 Updating and enhancing AV
equipment and capabilities
Migrated entire organization to Office 365
Implemented modern identity management system
Ongoing modernization of network architecture/infrastructure
Agresso ERP - now upgrading to Milestone 7 current release
Moving from DIY in-house to commercial off the shelf applications
TRIUMF has CIO in place aligning IT priorities with organizational strategy and objectives
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Upgrading network infrastructure to Gigabit Passive Optical Networks (GPON) and Voice Over Internet Protocols (VOIP)
Enhancing site security and cyber security
Enhance Human Resource capabilities by integrating Enterprise Resource Planning (ERP), Learning Management System (LMS), Performance Management System (PMS) and Applicant Tracking System (ATS)
InformationTechnologyPriorities
Establish Customer Relationship Management (CRM) to better manage communications and outreach activities
Moving to modern Asset Management System (AMS) to catalogue and manage all physical assets throughout each unit’s respective lifecycle
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Human Resources
Key Organizational Areas
Project Management
Organizational Structure
Governance
Enterprise Risk
Management
Environment, Health
& Safety
Facilities & Master
Plan
Quality & Process
Improvement
Equity, Diversity & Inclusion
Information Technology
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Human ResourceHighlights
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beyond safety to include employee development
Compensation & benefits competitive in benchmarking studies
Aligned Board Appointed Employee (BAE) compensation with member universities
Success in recruiting skilled personnel in tight markets e.g. technicians and engineers
TRIUMF uses job family classifications and practices competency-based hiring
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Continue enhancing existing talent strategy to further attract, recruit, develop and retain employees
New HR Director will provide guidance on further coordinating primary HR initiatives with key strategic organizational objectives
Specify, select and implement key HR IT systems
Improve performance management system to better synchronize with and help drive strategic initiatives and organizational objectives
Human Resource Priorities Strengthen development programs for
high potential employees and devise career paths including targeted training and work opportunities
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Facilities & Master
Plan
Equity, Diversity & Inclusion
Quality & Process
Improvement
Human Resources
Project Management
Organizational Structure
Governance
Enterprise Risk
Management
Environment, Health
& Safety
Information Technology
Key Organizational Areas
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Equity, Diversity &Inclusion Highlights
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Conducted site-wide survey to set baseline for TRIUMF
EDI statements included as key component of TRIUMF values
Established Committee on Diversity & Inclusion (CDI) (March 2017)
Created New Task Force to assist TRIUMF in incorporating Equity, Diversity & Inclusion (EDI) in all activities (June 2018)
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Equity, Diversity &Inclusion SurveyResults*
Male 74%
Female21%
Skip 4%Non-binary <1%
Not Visible Minority 69%
Skip 6%
VisibleMinority
25%
Non-Indigenous 95%
Skip 4% Indigenous 1%
Not disabled 92%
Skip 6% DisabledPerson 2%
Gender
Visible Minorities
*408 Responses (68% response rate)
Persons with Disabilities
Indigenous Persons
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Ensure diversity throughout organization especially in the categories recognized by the federal government
Equity, Diversity &Inclusion Priorities
Establish specific EDI goals with strategies for implementation and accountability
Continuously monitor, measure and review EDI statistics/performance for recruitment, retention and reporting
Implement specific programs, initiatives and training e.g. unconscious bias training, targeted scholarships & recruitment
Integrate EDI as cultural norm at TRIUMF beginning with key recruitment and training programs
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Quality & Process
Improvement
Human Resources
Key Organizational Areas
Project Management
Organizational Structure
Governance
Enterprise Risk
Management
Environment, Health
& Safety
Facilities & Master
Plan
Equity, Diversity & Inclusion
Information Technology
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Quality & ProcessImprovementHighlights
Improved document management system, Docushare
Updated majority of TRIUMF Standard Operating Procedures (TSOPs)
Transitioning to N286-12 (Canadian ISO standard for nuclear facilities)
Launched 5S initiative to improve work spaces site-wide
Enhanced non-conformance (NCR) and corrective action (CA) reporting
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Better correlate Non Conformity Report (NCR) and Corrective Actions (CAs) in proactive manner to prevent future events
Implement strategic continuous improvement projects across organization
Continue 5S site wide with increased funding to better organize work spaces and offer a range of storage options
Conduct formal process mapping project to fully document current state processes and help identify key process improvement projects
Quality &ProcessImprovementPriorities
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3
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Facilities & Master
Plan
Quality & Process
Improvement
Key Organizational Areas
Human Resources
Project Management
Organizational Structure
Governance
Enterprise Risk
Management
Environment, Health
& Safety
Equity, Diversity & Inclusion
Information Technology
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Facilities & Master Plan -Current State
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TRIUMF is short on space for students, visitors and project staff. Over 30% of staff work in trailers
Master Plan completed in 2016 which outlined long term strategy for site development
Major refurbishments include roof repairs, HVAC upgrades, trailer renovations, and facilities renovations
Current space must be modernized to better meet evolving needs and optimize usage
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Facilities & Master Plan -Master Plan
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Facilities & Master Plan -Master Plan
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Will modernize our facilities following recommendations of 2016 Master Plan
Plan for future growth in numbers of visitors and students
Ongoing staged renovations to better adapt space to our evolving needs
Initiate longer range planning study now which includes new office building
New Facilities leader will also be responsible for delivery of modern Asset Management System
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1Facilities & Master Plan -Future State
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Equity, Diversity & Inclusion
Key Organizational Areas
Enterprise Risk
Management
Facilities & Master
Plan
Quality & Process
Improvement
Human Resources
Organizational Structure
Governance Environment, Health
& Safety
Information Technology
Project Management
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TRIUMF now has a tiered risk management system where risks regularly reviewed and monitored for escalation through risk registry
Continue to mitigate risks represented by aging infrastructure of largest operational risks was retired i.e. main power supply
Top risks are cyber security, talent attraction & retention, higher transaction costs, lower commercial revenues and significant project delays
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EnterpriseRiskManagementHighlights
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Institutionalize responsibility for risk planning/mitigation organizationally
Integrate proactive regular review of highest priority risks into management meetings
Seek best practices on risk management in sector and externally
Devise action plans to respond proactively to mitigate top 5 organizational risks
Board Committees can play even greater role in risk management through governance restructuring
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1Enterprise Risk Priorities
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In summary, TRIUMF has made significant progress in the 10 highlighted areas in an era of expansion of scientific activity amidst constrained resources and has demonstrated ability to derive significant value from its allocated funding through efficient usage of resources and being effective in delivering upon its commitments.
With an increased level of funding requested for 2020-2025, TRIUMF is confident it can continue enhancing its management and governance structures to adopt best practices and be recognized as a leader amongst comparable facilities across the globe.
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www.triumf.ca@TRIUMFLab
Learn more about our Five-Year Plan 2020-2025www.fiveyearplan.triumf.ca
Thank-you!
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