THE EXECUTIVE ENERGY MANAGEMENT

DEVELOPMENT PROGRAM (EMDP)

Contact information:

Mr. Hassan N. Taghvaï Director – International Executive Education

HEC Montréal Email: hassan.taghvai@hec.ca

Website: www.hec.ca/en

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HEC MONTREAL’S EXPERTISE IN MANAGEMENT OF THE ENERGY SECTOR

Since the late 1980s a large group of Canadian and international oil, gas and electricity

companies have been actively co-operating with HEC Montréal in the creation and delivery

of graduate management programs designed specifically for high-potential executives in the

energy sector. As a result of this ongoing collaboration with the industry, HEC Montréal has

developed a unique expertise in Management of the Energy Sector, and is offering various

programs designed for all levels of managers, such as its:

- Graduate Diploma in Management of the Energy Sector (D.E.S.S.) - Master of Management of the Energy Sector (M.M.) - MBA with a major in Management of the Energy Sector - Executive Energy Management Development Program (EMDP)

More than 1400 students from various countries have since graduated from these programs. Many of them now hold executive positions in leading oil, gas and electricity organizations throughout the world. HEC Montréal offers the following training programs: MASTER OF MANAGEMENT OF THE ENERGY SECTOR (M.M.)

The Master of Management of the Energy Sector is designed for high potential energy sector managers who seek advanced training in order to take on senior management responsibilities. The training provides participants not only with the knowledge required to manage in the energy sector, but also more general expertise pertaining to subjects such as leadership, motivation, strategy and change management. Other topics include major issues affecting the sector, project analysis and energy system management. Finally, all participants must apply the knowledge they acquire during their training to a corporate project or independent study of a subject determined in collaboration with the management of their organization.

Participants who successfully complete the 45 credits program receive the Master of Management of the Energy Sector (M.M. Energy Sector).

This program is offered in English in different international locations on demand.

MBA WITH A SPECIALIZATION TRACK MAJOR IN ENERGY MANAGEMENT

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The 54-week intensive MBA program with a specialization in Energy Management is designed

for managers and professionals who have acquired work experience and would like to pursue

advanced general training in administration. The goal of the program is to contribute to the

career development of the next generation of leading executives in the oil, gas and electricity

sectors. The program has four mandatory phases. Students acquire specialized skills in

Management of the Energy sector during the third phase.

This program is offered in English in Montreal.

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THE EXECUTIVE ENERGY MANAGEMENT DEVELOPMENT PROGRAM (EMDP)

The EMDP is a tailor-made program that offers participants and companies the advantage of flexibility, by clustering seminars according to the organization’s training needs. The International Executive Education Team, in collaboration with the partner organization, will design a customized program by selecting:

✓ The location HEC Montréal professors can give their seminar in any international location or in the high-tech facilities of HEC Montréal.

✓ The language All seminars are available in English, French or with simultaneous translation into any other language.

✓ The structure A variety of seminars and topics can be chosen from our extensive selection.

✓ The format For example, each topic can be offered as a two- or three-day seminar. Seminars held in Montreal can be combined with complementary industrial visits or conferences by experts from leading energy organizations.

Our executive seminars are intended for middle and senior managers working for oil, gas and electricity companies in the public and private sectors. The main objective of the program is to prepare participants for greater responsibilities by ensuring that they master key management concepts and develop leadership skills. All seminars combine theory and practice to ensure students gain a broad view of key issues in the energy sector, together with the analytical tools that facilitate decision making. Upon completion of the EMDP, participants will have acquired general and specific theoretical and practical concepts that underlie administration of today’s energy firm, ranging from management skills to the development of operational and investment plans and strategies. EMDP participants receive a certificate from HEC Montréal.

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SEMINARS

MANAGEMENT SKILLS FOR THE ENERGY SECTOR

INTRODUCTORY MANAGEMENT

CORPORATE MANAGEMENT

STRATEGIC MANAGEMENT IN THE ENERGY INDUSTRY

BUSINESS AND CORPORATE GOVERNANCE

CHANGE MANAGEMENT

MANAGEMENT SIMULATION: GLOBSTRAT

ORGANIZATIONAL STRUCTURE AND MANAGEMENT SYSTEM FOR MOST ELECTRICITY FIRMS

STRATEGIC PERFORMANCE MANAGEMENT (KPI)

MANAGERIAL ECONOMICS

SUPPLY CHAIN MANAGEMENT

MARKETING ENERGY PRODUCTS

MANAGEMENT ACCOUNTING

HUMAN RESOURCE MANAGEMENT

STRATEGIC HUMAN PERFORMANCE MANAGEMENT

TALENT MANAGEMENT: A PROCESS TO ACHIEVE BUSINESS OBJECTIVES THROUGH PEOPLE

CHALLENGES OF THE ENERGY SECTOR

ELECTRICITY MARKET: MASTERING COMPETITION THROUGH A SIMULATION

NEW ENERGY SECTOR: A WORLDWIDE PERSPECTIVE

ENERGY REGULATION AND LAW

ENERGY PLANNING AND DEMAND FORECASTING

ENVIRONMENT MANAGEMENT AND SUSTAINABLE DEVELOPMENT

SOCIAL, ENVIRONMENTAL AND ECONOMIC ISSUES

OPTIMAL MANAGEMENT OF PRODUCTION SYSTEMS

THE SMART GRID FOR MANAGERS AND TECHNICAL LEADERS

RENEWABLE ELECTRICITY MARKET INTEGRATION

ENERGY PROJECTS: FINANCIAL AND ECONOMIC ANALYSIS

ECONOMIC EVALUATION OF INVESTMENT PROJECTS

FINANCIAL ANALYSIS

PROJECT FINANCIAL EVALUATION AND FINANCING

RISK ANALYSIS

FINANCIAL PRODUCTS

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ON-DEMAND SPECIALIZED ENERGY SEMIARS

WITH PERSONALIZED CONTENT

HEC Montréal constantly develops tailor-made seminars to meet the training needs of our partners. Recently, we have offered seminars on the following topics:

Effective Safety Management

Dams Safety

Dams and Rivers Management for Power Plant

Crisis Management and Dealing with the Unexpected

Power Plant Operations and Transmission Management

Power Plant Optimization

International Treaties and Agreements We also have the capability of designing seminars on the following cutting-edge topics:

Energy efficiency best practices: financing & organizational challenges

Energy data: sources, availability and use

Reliability centered maintenance (RCM) In addition, we regularly organize field and industrial visits in conjunction with our seminars:

Hydro-Quebec power plants

Hydro-Quebec research institute (IREQ) and Electrium (electricity interpretation centre)

Ontario’s Independent Electricity System Operator

Alberta’s oil sands exploitation Do not hesitate to discuss your goals and expectations with us. We would be delighted to have a chance to explore new seminars that meet your needs.

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SEMINARS

MANAGEMENT SKILLS FOR THE ENERGY SECTOR

INTRODUCTORY MANAGEMENT

This seminar allows participants to take part in strategic management simulations or real life cases that present the full range of business decision making, thereby providing an opportunity to acquire a well-rounded view of the firm and its functions. Theoretical principles are applied in a more hands-on manner. This seminar helps participants understand and experience the impact and strategic implications of the decisions they make, when the perspective of the whole firm is taken into account. Also, given the international competitive context, participants will also experience the challenges of making decisions in the face of uncertainty.

CORPORATE MANAGEMENT

The seminar focuses on the issues of strategy-based management. It covers the main trends that have historically influenced management concepts and examines emerging trends. It develops a broad perspective on business dynamics and helps better understand issues related to managing an organization as a whole. Important issues, such as the nature of organization, the manager’s roles, introduction to strategy, in certain strategy formulation and elements of strategy implementation provide a springboard for class discussion.

STRATEGIC MANAGEMENT IN THE ENERGY INDUSTRY

This course is designed to provide an advanced discussion forum for managers who have been exposed to strategic thinking either in practice or in other courses. The course is divided into three parts. The first deals with the functions that executives are faced with in today’s large and complex firms. The second goes over the important strategy analyses that are necessary in all strategic management decisions. Finally, the third part deals with strategy in situations of complexity, when both objectives and cause-effect relationships are unclear. The course is taught through the case method. To facilitate learning, cases (written or filmed) adapted to the participants’ realities are generally used.

BUSINESS AND CORPORATE GOVERNANCE

All business organizations have two interconnected perspectives: Business and Corporate Governance. Business Governance involves the responsibilities and activities of the executive leadership of the firm. These leaders guide and manage the organization in order to conform with the mandate, strategy, objectives, and expected operating results. The focus of this perspective involves efficiency, performance and productivity. Corporate Governance, on the other hand, involves monitoring and control by the board on behalf of a range of internal and external stakeholders. The focus of this perspective involves legal responsibilities to ensure the ongoing well-being and reputation of the firm. These two perspectives are complementary and

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they influence executive and organizational decision-making. This seminar helps participants understand the complexity and paradox of leading and managing for responsibility and effectiveness: Business and Corporate Governance.

CHANGE MANAGEMENT

This seminar on the management of change deals specifically with the implementation of major strategic organizational changes. It aims at providing participants with the necessary framework and tools to assess, plan, and more effectively lead organizational changes within their organization, with special attention being placed on the human side of change and how to best plan for and manage change accordingly. The seminar has three objectives: first, to understand the nature of strategic changes and the challenges inherent in managing these changes; second, to discuss approaches to planning, managing and leading strategic change; third, to review the factors that may hinder the implementation of change in an organization, including the concepts of the organization’s “capacity to change” and the typical phases of concerns of individuals impacted by any change (often labeled as “resistance” to change).

MANAGEMENT SIMULATION: GLOBSTRAT

This course is designed to introduce participants to the basic managerial issues facing businesses, in both the private and the public sectors, at the beginning of the 21st century. The course bypasses the traditional management framework, such as the Planning, Organizing, Directing, Controlling framework developed by such people as Fayol at the dawn of this century. Rather, it focuses on the important issues of strategy-based management. Simple technical issues such as planning will be addressed during the simulation, around which the course is designed.

The important knowledge, skills and attitudes that will be targeted in this course are intended to help participants:

• Develop a broad perspective on business dynamics and gain a better understanding of issues related to managing an organization as a whole;

• Understand the issues related to coordinating and integrating the various activities of an organization;

• Experience, through decision-making, both the specific contributions and the interdependencies of the various functions within the firm ;

• Practice the actual business of managing. Through a complex business simulation, in teams, sharing and assuming consistent decision making, to win in the short run and be better off in the long run.

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ORGANIZATIONAL STRUCTURE AND MANAGEMENT SYSTEM FOR MOST ELECTRICITY

FIRMS

Organizations enable a group of people to effectively coordinate their efforts and get things done. The structure of an organization is the pattern of organizational roles, relationships and processes that permit a wide variety of functions to be accomplished. Organizational structure enables coordination among members and defines the boundaries of the organization and its relationships with others in the external environment. Effectively structuring an organization is essential in achieving its strategic and operational goals: understanding organizational structuring is a critical part of being an effective manager. This seminar exposes participants to the key concepts and challenges of organizational structure and management systems.

Specific topics in this seminar include: Different types of organizational structures (functional, divisional, matrix, networked); Management systems that support the organizational structure (including how groups

work together, solve problems, gather information and make decisions); Relationships and communications of organizational members with one another

(including between headquarters and subsidiary operations); and Role of managers in making the organizational structure effective both operationally

and strategically.

The seminar focuses particularly on organizational structures and management systems pertinent to and used in electricity firms. It draws on examples and experience in electricity firms operating in different countries and using different production technologies. This seminar introduces participants to key concepts in organizational structure and management systems using a combination of lectures, cases and practical exercises. It emphasizes practical knowledge, discussion and active learning.

STRATEGIC PERFORMANCE MANAGEMENT – DEVELOPING KEY PERFORMANCE

INDICATORS (KPI)

This seminar is intended to equip participants with the necessary skills to implement the fundamental steps in performance management deployment. First, we explore how organizational strategy is deployed through the operations. We propose analytical tools and models to clearly identify the performance outputs expected by the clients and partners, and the competitive advantages that must be harnessed and defended. The objective of the first part is to clearly understand how operational decisions develop and consolidate these advantages while allowing the managers to effectively respond to the expectations of its clients and partners. The second part proposes a performance management framework that translates the strategic orientations, down to the level of daily operations. The balanced scorecard model is presented. We begin by introducing strategic maps that can serve to identify management preoccupations on all dimensions of value creation and clarify their logical sequence. We also present the

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principles and practices of planning with an emphasis on formulating objectives and performance indicators that allow identifying and tracking management concerns. Best practices in monitoring and accountability are then proposed. The relevance and accessibility of information is central. We therefore underline the qualities that dashboards and visual workstations should possess, along with the conditions that allow them to be used to their fullest potential. The academic formula retained exposes participants to a continuous knowledge transfer. The proposed analytical and implementation tools are tested in workshops. Participants are invited to enrich the workshops by sharing their experiences with the context and processes within their own business units. Appropriation of knowledge is thus highly personalized. We will also encourage dialogue and discussion among participants by inviting teams to present their work and review the other groups’ achievements. We also propose that a journal be produced by each participant to maximize knowledge acquisition.

MANAGERIAL ECONOMICS

This seminar is intended to enable managers to understand the economic framework in which they operate. The ultimate objective is to improve decision making among managers through the analysis of microeconomic behaviour. In particular, the aim is to teach managers to analyze the decisions of economic agents and make predictions on the outcomes of these decisions and on how these outcomes are affected by the economic environment. This seminar introduces the participants to the economic tools needed to understand the functioning of market economies in general and the workings of the energy sector in particular. Various market structures are analyzed with reference to the energy sector. In particular, different pricing strategies are discussed. Energy policies are examined from the standpoint of the concepts developed in the seminar.

SUPPLY CHAIN MANAGEMENT IN THE ENERGY SECTOR

The seminar will present and review the major characteristics of Supply Chain Management and its importance as a factor of cost efficiency and a source of competitive strength for organizations. In a global context, the seminar will introduce the major trends and best practices associated with strategic supply chain management and illustrate these concepts with examples taken from real life experiences. The topics covered include: sourcing and supply management (buyer-supplier relationship, supplier selection and evaluation), inventory management (inventory costs, risk pooling, safety stocks), major issues in domestic and international freight transportation (the use of third party providers (3PLs) and specific topic like postponement strategies, the use of value-added distribution centers, and integration mechanisms in the supply chain.

MARKETING ENERGY PRODUCTS

Energy companies around the world are facing new challenges related to total or partial deregulation of production, transmission and distribution activities. The constantly evolving environment of the energy industry has engendered marketing related knowledge that has

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proven to be very useful for many companies. Central to the marketing function of every company is the understanding of the market in which it evolves. Equally critical is the identification of the customers’ needs. The company can then formulate strategies and tactics that will increase satisfaction in keeping with its corporate objectives. More importantly, nowadays the marketing function plays a vital role in proposing energy marketing products, programs and services that reflect the increasing integration of the regulators and government’s will to promote sustainable development in the decision making process of the industry.

MANAGEMENT ACCOUNTING

The objective of management accounting is to help managers achieve the missions and strategies established for their enterprise. It is a branch of accounting that provides financial and other information to managers. A key role for management accountants is to establish the control systems used to achieve organizational goals and minimize risks. One of the most important of these is budgetary control, a powerful tool that encourages planning, sets milestones, evaluates performance and suggests paths for improvement. Management accountants also develop information systems that communicate strategic and operational priorities to managerial decision makers. The objective of this course is to help participants better understand the role and functioning of budget control and to situate it within the larger context of management control.

HUMAN RESOURCE MANAGEMENT

The underlying premise of this course is that human resources are a major, if not the most important, source of a firm’s competitive advantage in the new economy. Managers are increasingly realizing that the skills of employees, coupled with their ability to innovate and adapt, constitute key assets for the organization in today’s turbulent economic environment. Consequently, managers are turning their attention to human resource (HR) issues. This course offers a framework for thinking strategically about managing human resources. To better meet the needs of managers, the seminar adopts a top manager’s perspective, which goes beyond the narrower, more operational concerns of the HR manager. More specifically, this course examines the types of institutions that are established to regulate the employment relationship, the human resource management models developed by firms, the strategy implemented by managers to develop high performance work systems and the factors that hinder or facilitate the diffusion of these systems. Illustrations of successful HR strategies will be presented and discussed.

STRATEGIC HUMAN PERFORMANCE MANAGEMENT

This seminar is intended to equip participants to study the appropriate conditions to ensure a successful performance management program. Participants, first need to share vocabulary and common basis and define manager’s roles and responsibilities in order for human resources professionals to better support them. They also need to look at the components of a performance management program. First, we distinguish notions such as performance, competency, potential, KPI and balanced scorecard, then we

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explain the distinction between Performance Management at the organizational and at the individual level. We identify the targeted population for performance management programs and define the importance, the roles and responsibilities of the different actors involved in a performance management process.

• The second part proposes identifying and qualifying appropriate criteria, to distinguish and select adequate evaluation methods, to define common errors and identify ways to reduce them and to look at performance appraisal forms. We will also see how other human resources practices could support performance management programs.

• The objective of the third part is to clearly define the manager’s roles, responsibilities and required managers’ competencies in order for them to manage the performance process. From a manager’s perspective, they have to clarify their expectations, delegate tasks and responsibilities, give positive and constructive feedback, ensure follow-up and hold the annual performance meeting.

In conclusion, we underline the characteristics of a performance-enhancing culture and the rules found in such an organization, align a performance management program to organizational strategy and encourage ethical behaviours in day-to-day performance management.

TALENT MANAGEMENT: A PROCESS TO ACHIEVE BUSINESS OBJECTIVES THROUGH

PEOPLE

The best business strategy is useless if you don’t have the right people to execute it! This is why most successful organizations have made “Talent Management” one of their top priorities. Talent Management must be an integrated part of the business process and should be implemented at every level of the organization. This seminar will provide participants with practical tools to identify, develop and retain a pool of talented, well-trained people to meet current and future business challenges. It will help participants understand how individual performance assessment, training and development activities and succession planning drive the talent management process. Through the process of performance management, training and development, the manager or supervisor of this process will recognize his responsibility and will be better positioned to coach his employees.

DECISION SUPPORT TOOLS

The complexity of management situations may require the help of specific software. This seminar presents the field of management science that proposes computer tools to guide management decisions. In particular, this seminar introduces various decision support models to help energy managers address concrete situations related to economics, finance, human resources, logistics, marketing, production and the management of complex projects. It also presents tools that take uncertainty in the decision making process into account and deal with conflicting objectives that may arise in a sustainable development context (such as the need to increase profit and to reduce environmental impacts simultaneously).

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CHALLENGES OF THE ENERGY SECTOR

ELECTRICITY MARKET: MASTERING COMPETITION THROUGH A SIMULATION

In the past twenty years, the energy sectors of many countries have gone through major changes. A large portion of these countries underwent unbundling of vertically integrated national utilities (i.e. the break-up between Generation, Transmission and Distribution and Supply). Others, influenced by various drivers, decided to liberalize entry in the generation and supply parts of the industry by introducing competition. In parallel, other countries still have parts if not their entire energy industry privatized. This seminar focuses on competition and strategic behavior. Such concepts are important to help participants understand how the market price is formed, often at a higher level than the marginal cost of producing electricity. Strategic behavior is complex and subject to numerous factors such as market organizations, demand and engineering factors. In order to better understand market prices, its creation and strategic behaviour, this seminar presents a teaching tool developed to understand electricity market operations and supply bidding in a simulated market with a simple market clearing mechanism. This game will allow participants to evolve in an environment where they will not only make trading decisions, but also investment decisions. Through this simulation and the analysis of results, participants gain the essential strategic skills in competitive electricity markets. Worldwide experiences of competitive electricity markets are also discussed, and an introduction to transmission pricing and transmission congestion rights is presented.

ENERGY PLANNING AND DEMAND FORECASTING

This seminar covers topics in energy planning and forecasting. The main objective is to introduce participants to the principal challenges faced by various countries relative to the energy sector. The extent of these challenges differs according to a country’s level of development, basic energy resources and general stance on state intervention. More specifically, we will cover the information system required to monitor the energy sector, the relation of energy consumption to demographic and macro-economic variables and the determinants of energy consumption. The last section of the course covers energy forecasting models.

NEW ENERGY SECTOR: A WORLDWIDE PERSPECTIVE

The purpose of this seminar is to present the trends in the energy sector and analyze the way countries and companies react to these trends. The first part of the seminar deals with energy balances and the main indicators linked to energy performance and the environment. The development of the primary sources of energy, energy consumption, and trends in various parts of the world are covered. The second part analyzes structural adjustments caused by technological changes, the new competitive environment and regulatory reforms.

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More specifically, the seminar looks at structural changes that have taken place in the competitive environment of the oil and gas industries. It covers special topics such as peak oil, global refining, and development of LNG and oil companies’ strategies with regard to takeovers, mergers and strategic alliances. Special attention is given to alternative energies such as non-conventional oil and gas, along with renewable energies, i.e. wind, solar and geothermal.

ENERGY REGULATION AND LAW

The deregulation of energy industries did not lead to an absence of regulation but rather to new forms of regulation. The objective of this seminar is to provide a better understanding of the issues surrounding energy regulation. The seminar begins by presenting the tools and trends in energy regulation. We will discuss the concept of natural monopolies, the rationale for government intervention and the specific role of regulatory agencies. More practically, we will look at various economic and financial approaches used in regulation today, and their effects: cost of service and rate base determination, optimal capital structure, the concepts of business risks, regulated versus non-regulated activities, transfer pricing and project authorization. Determination of fair return on equity using various methodologies will also be presented. Finally, we will address new trends in energy regulation, including performance-based and yardstick regulation. Time will also be devoted to practical examples and case studies about transmission and distribution.

Law and regulation (legal aspects of regulation under restructured energy systems) Economic and Financial Principles of Regulation (Why and how to regulate under

restructured energy systems) Economic Models of Regulation - Incentive mechanisms (Economic regulation in practice

- evaluation tools of the impact of regulation on industry, consumers, government and other stakeholders, presentation of case studies and practical international examples demonstrating the real effects of reforms ),

Financial Models of Regulation (Use of Models to determine the "just rate of return" and the links between cost of capital and electricity prices, functioning of the wholesale markets and pricing mechanisms, competition issues in restructured markets).

ENVIRONMENT MANAGEMENT AND SUSTAINABLE DEVELOPMENT

This seminar is divided into three main parts. First, students are invited to better understand the main environmental problems caused by energy production and consumption and their consequences, as well as recent trends in this area. Second, the links between the economy and the environment are explored from a macro and a microeconomic perspective. In particular, the focus is on the concept of externality and the need for state intervention. Different types of government interventions are analyzed from regulation, taxes and pollution rights to subsidies, together with their impact on enterprises. Third, management of the environment within the firm is discussed. We see how environmental issues can be integrated in the firm’s strategy and how the ISO 14000 certification can serve as a basis for developing an environmental management system (EMS). Case studies provide illustrations.

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SOCIAL, ENVIRONMENTAL AND ECONOMIC ISSUES

The hydro sector is at a cross roads. On the one hand, hydro, as a cleaner / carbon low impact source of energy, will be in demand to meet increasing energy needs in the 21st century. There is a wide consensus on the relevance and potential for hydro in the 21st century. On the other hand, several studies and reviews have highlighted the economic, social and environmental limitations of several hydro projects. This questioning has increased the challenges to build new dams; the social license to design, build and operate hydro power has become a central issue for many companies. Several key industry players have developed new standards, procedures and practices to address these issues. Therefore, there is an increasing recognition that “getting it right” in the integration of social, economic and environmental dimensions of dams is a necessary condition for hydro power operations. This seminar will focus on current social and environmental issues in the Hydro sector. It does so by building on an understanding of the diversity of various settings; it aims at learning from relevant experiences of hydro power design, construction and exploitation so as to reflect on current practices and envision possibilities. Through this seminar, participants will (1) develop an awareness of key social and environmental issues related to hydro development and exploitation in a global context; (2) gain a deeper understanding of work and processes related to successful management of social, environmental, and economic issues; (3) be exposed to existing global social and environmental standards and frameworks; and (4) become more aware of the relevance of their own skills in addressing these challenges. The pedagogy is based on in-depth / documented case studies on the degrees and forms of integration of social, environmental and economic dimensions in hydro power design, construction and exploitation. The seminar is based on the active involvement from the participants and during in-class discussions. Participants are exposed to relevant frameworks and are invited to apply these frameworks to the case studies and discussions.

OPTIMAL MANAGEMENT OF PRODUCTION SYSTEMS

The complexity of production management may require the help of specific software. This seminar introduces several advanced concepts in management science that proposes specific computer tools to orient the management of energy production systems. Particularly, this seminar presents specific decision support models pertaining to concrete management situations arising in production and other segments of the energy sector. Cases are from two levels: on the one hand the energy firm, looking at issues such as energy procurement, production and trading by the firm; and on the other hand the whole energy sector, looking at issues such as planning and regulation.

THE SMART GRID FOR MANAGERS AND TECHNICAL LEADERS

This three-day seminar is about the project of electrical network modernization, the development of a Smart Grid aimed at improving energy consumption, asset management, network reliability, as well as enabling the integration of more renewable energies and electric

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cars. This training is intended for Managers and Technical Leaders of electrical and energy efficiency businesses. This three-day seminar will be divided in six half-day sessions, each aiming at developing knowledge and know-how (skills). The introductory session first outlines the general presentation of the electrical network modernization project called “Smart Grid”. The project’s origins, its finality, the issues, and a review of several initiatives in this area will be presented. The second session will be focused on the impact of the Smart Grid on business processes of electrical distribution and on transmission utilities. Special detail will be provided on planning, network operation, and maintenance. Measurement, procurement and implementation of energy efficiency programs will also be addressed. A review of the different components of the Smart Grid will be presented during the third session. Demand and peak management, advanced metering, network automation, monitoring of on-line equipments, Volt and var controls, among other technologies, will be presented. Some technical notions will be explained allowing Managers and Technical leaders to understand the outcome of new applications, to choose and prioritize the components to be deployed on the network or on the customer premises. Case studies will allow participants to assess cost and benefits of these components. The forth session will cover the technical challenges raised by the Smart Grid, as well as standards, knowledge gaps, new equipment and software being developed to ensure network operability, and harvesting benefits from these new applications. The fifth session will be focused on new market trends and orders being set to enable Smart Grid development, as well as on the emerging new actors, on the evolution of the regulatory framework and the companies’ business model. The last session will be centered on current best practice studies in this area and to answer questions from participants.

RENEWABLE ELECTRICITY MARKET INTEGRATION

All around the world, many governments have introduced new laws promoting the integration of renewable energy. Notably, a lot of effort has focused on the supply side of the electricity market with the integration of electric production capacity from renewable sources like wind or hydro. Without neglecting that fossil fuel electricity production is still needed to satisfy the demand in many countries, governments are imposing renewable energy sources to electric grid companies while they have to find ways to meet the future demand growth. These government obligations of integrating renewable electricity production in the supply mix, and then finding ways to transport and distribute this renewable energy towards the different consumptions markets, won’t come without challenges. Many of these challenges are around economics issues to make sure the market can work while adapting quickly to demand variations in different sub markets. Many other issues are more technical in nature as they try to find ways to connect the different renewable supply side production to the demand side at the right time, to the right consumers, and with maximum reliability of the grid. The main objectives of this seminar are; understanding the many economic and technical challenges Chinese grid companies will be facing in integrating renewable energy; knowing some different option they could consider while integrating renewable option in the Chinese electricity market and learning from real case study around the world in trying to integrate renewable energy in their electricity market.

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This seminar is quite unique in the way both instructors work together to combine economic and technical issues with the participant. After setting the tone during the first two days on basic knowledge and understanding the key concepts, the third day is entirely dedicated towards real case studies around the world. Both instructors will first share their knowledge and understanding of the many economic and technical challenges governments are imposing on grid companies to promote renewable integration. Then they will share knowledge through real case studies around the world energy market and propose comparisons to the existing market in China.

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ENERGY PROJECTS: FINANCIAL AND ECONOMIC ANALYSIS S E M I N A R S

ECONOMIC EVALUATION OF INVESTMENT PROJECTS

The main objective of this seminar is to understand the concepts and components behind a cost-benefit analysis. Through the notions of economic efficiency and consumer preferences, a framework is developed to measure the benefits and costs of a project for the producer, the consumer and society in general. Of particular importance is the presentation of evaluation techniques for cases where the market works perfectly, does not work perfectly or does not exist at all. This seminar also covers the topics of discounting future benefits and costs, decision making and planning given uncertainties, the value of statistical lives and injuries, and the use of pilot projects.

FINANCIAL ANALYSIS

This seminar covers the basic concepts of the analysis of financial statements using ratios, including evaluation of performance, risk and corporate liquidity. The concepts are illustrated through the annual reports of energy companies. Special attention is attributed to the limited analysis based on accounting information and to the use of the cash flow statement.

FINANCIAL PRODUCTS

Companies working in the energy markets are exposed to significant fluctuations in the price of energy commodities (oil, gas and electricity), which have a determining impact on their financial performance. This seminar’s contents integrate basic concepts and applications for the management (hedging) of energy price risks and using financial products such as futures/forwards, options and swaps on energy commodities. The objectives of this seminar are:

• to present financial tools used in the energy sector; • to outline the main concepts behind hedging strategies; and • to illustrate the application of financial tools and possible hedging strategies in practical

situations using energy derivatives in NYMEX (New York Mercantile Exchange).

PROJECT FINANCIAL EVALUATION AND FINANCING

The objective of the “Project Evaluation and Financing” module is to provide the seminar participants with the necessary tools to assess whether or not a project is worth undertaking, and to familiarize them with the different available financing avenues. The seminar begins with an overview of the different techniques for evaluating the net value of a project, and presents the pros and cons of each approach. The next step is to incorporate uncertainty into the evaluation framework, and look at the different tools that are at our disposal for coping with risk. The seminar will then concentrate on how best to structure a project, looking specifically at

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the different participants and their roles. Finally, the seminar will cover the different facets of project financing.

RISK ANALYSIS

The seminar seeks to provide participants with the analytical tools used to make tactical and strategic decisions in an uncertain context. Participants will learn to model uncertain decision problems, apply decision-making theory and risk analysis, and use Monte-Carlo simulations and decision trees, with the help of specialized computer tools. Case studies provide illustrations.

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FACULTIES

HEC Montréal calls upon its most qualified professors and lectures. Please note that should one or more of these faculty members become unavailable, a professor of equal standing and experience would take their place.

Sylvain Audette holds a Ph.D. in measurement and evaluation and has a 15 years track record of innovative thinking, selling ideas and successfully implementing market strategies in the energy sector, the utilities industry and the pharmaceutical, telecommunications and lottery markets. Now the Director of rate and regulatory affairs, he was previously directing Marketing, DSM programs & Tariffs. Mr. Audette frequently appears before the local energy board to defend and implement innovative business models in a regulated environment. Notably, he is participating in corporate and political debates such as the new energy policy in the province of Quebec,

including integrated DSM efforts and the development of green funds to reduce GHG emission. In the international arena, he belongs to the most influential energy groups in Canada and North America, and has given many presentations to customers, other utilities and influential groups. He delivered HEC Montréal courses to numerous companies in China (China Yangtze Power Company, China Guodian Corp., China Datang Corp., Sichuan Electric Power Corp., North China Grid co. Ltd, and Jilin Electric Power Co.) and Africa (Sonatrach).

Rachel Auger holds a Master’s degree in Finance from HEC Montréal and a Superior Studies Diploma in Commerce, Finance and Administration from ESCEM Poitiers, France. She has been acting as a consultant in finance and as a lecturer for the past twelve years. She has been an active member of the Certified General Accountants Association since 1999. Her main fields of interest are financial analysis, financing and investment decisions. As a lecturer at HEC Montréal, she has taught several courses in financial analysis and capital budgeting at the graduate and undergraduate levels. She has also given

numerous seminars in Corporate Finance for prestigious organizations such as the Solidarity Fund QFL, the Canadian Bankers Institute and the Certified General Accountants Association of Québec. As a consultant, she has notably worked for the Auditor General of Quebec concerning La Caisse de dépôt et de placement du Québec. She has published articles and working papers on access to credit among women entrepreneurs and has written numerous pedagogical documents, notably for The Montreal Stock Exchange. She has been a member of the board of the Montreal YWCA since 1997 and of The Canadian Cancer Society, Vallée des Patriotes Section, since 2000. Professor Auger has participated in a number of projects, particularly in

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China. She was a faculty member of the Graduate Diploma in Management of the energy sector (DESS) in Chengdu for Sichuan Electric Power Corp. managers, also of HEC Montréal Executive Energy Development Program in China for China Guodian Corp., China Datang Corp., Sichuan Electric Power Corp. and Jilin Electric Power Corp.

Olivier Bahn holds a Ph.D. in Management Science from the University of Geneva (Switzerland). After his doctoral studies, he joined the Paul Scherrer Institute, a federal research center of the Swiss Federal Institutes of Technology, for many years where he led several research projects on the implications of climate change policies on the energy sector. He is now Associate Professor in the Department of Management Science at HEC Montréal. His current research interests are the development of mathematical models for analyzing energy systems in a sustainable development context. He is a member of two research centers, GERAD and GRIDD. He has published

in various top-tier academic journals and participates regularly in international scientific conferences and workshops. Professor Bahn teaches decision support modeling at the BAA, MBA and Executive MBA levels in HEC Montréal. He has given many professional seminars on this subject to several organizations including China Datang Corp., China Yangtze Power Corp. and Sichuan Electric Power Corp. He currently serves as the Pedagogy Director for the Graduate Diploma in Management in Lebanon.

Renée Bédard has been a Guest Professor in Management at HEC Montréal since 2001. She has also been a professor at the National School of Public Administration (ENAP) and a lecturer in many South American Universities. She has six years of international experience, and has worked in Canada as an administrative adviser and consultant for 20 years. After graduating in Science (B.Sc.), Arts (B.A.) and History (B.H.), she obtained a Master's Degree in History (M.H.), a Master's Degree in Business Administration (MBA) and a Doctorate in Management (Ph.D.). Her research and interests are focused on Management of the Knowledge and Creation Economy, the

Top Management Function, Governance, and New Trends in Management. Professor Bédard has participated in a number of international programs of HEC Montréal. She was a faculty member of the Graduate Diploma in Management in Lebanon, also of HEC Montréal Executive Energy Development Program in China for China Datang Corp.

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Michèle Breton received a B.Sc.A., industrial engineering and M. Ing, operations research, from École Polytechnique de Montréal respectively in 1975 and 1977 and a Ph.D. in Computer Science from Université de Montréal in 1986. Since 1977, she has been at HEC Montréal where she is presently a Full Professor of Management Science. Her current research interests include dynamic programming, stochastic programming and dynamic game theory applied to dynamic problems in management, more specifically in the energy and finance sectors. She is a member of GERAD, CREF, HEC Montréal International Projects and RROM. Professor Breton

has written over 50 papers in scientific journals, 30 teaching documents and 15 original case studies on operations research, decision analysis, and the use of decision tools in the energy sector. She teaches risk analysis at the graduate diploma levels in HEC Montréal’s energy sector management program. She has developed hydro-electricity production optimization methods for Hydro-Québec and Alcan Canada. She has given many professional seminars on risk analysis in the energy sector for a variety of institutions and organizations in Mexico, Tunisia, Algeria, China, Poza Rica, Madagascar, and Colombia.

Tolga Cenesizoglu is an assistant professor of finance at HEC Montréal. He received his Ph.D. in economics from the University of California, San Diego (UCSD). He also has a M.Sc. in statistics, M.A. in economics from UCSD and B. Sc. in industrial engineering from Bogazici University, Istanbul, Turkey. He has taught corporate finance and investments at the undergraduate and MBA level at HEC Montréal and UCSD. Before joining HEC Montréal, he worked at the Gillette Company in Istanbul, Risk Capital Management in New York and the Federal Reserve Bank in St. Louis. His research focuses on the reaction of stock markets to macroeconomic news,

predictability of stock returns and contagion in financial markets. He presented his research at many academic conferences. He speaks Turkish, English and French. Professor Cenesizoglu has participated in a number of projects, particularly in China. He was a faculty member of the Graduate Diploma in Management of the energy sector (DESS) in Chengdu for Sichuan Electric Power Corp. managers, also of HEC Montréal Executive Energy Development Program for Sichuan Electric Power Corp. and Jilin Electric Power Corp.

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Anastassios Gentzoglanis holds a Ph.D. degree from McGill University in Canada, and is a Full Professor of Economics and Finance at the University of Sherbrooke, Canada. He is teaching and conducting research in the area of Regulatory Economics. He has also taught at various universities in Europe, Asia, Central and Latin America and Africa and worked on a number of research projects related to the economics of regulation and new technologies. He has been published in a number of high quality scholarly and industry journals and participated in many international conferences and workshops. He has recently co-edited a book on the Regulation of network industries (E. Elgar

Publishing, 2010). Dr. Gentzoglanis is frequently organizing international conferences and summer schools in Canada and abroad for professionals working in the area of regulation of energy markets. Since 2000, he has being offering, in collaboration with French-speaking countries (Francophonie), an executive program in the area of Regulation of Public Utilities. As an expert in the field of regulation and in collaboration with HEC Montréal, Professor Gentzoglanis has participated in a number of projects, particularly the ones in Brazil and in China. He was a faculty member of the Graduate Diploma in Management of the energy sector (DESS) in Chengdu for Sichuan Electric Power Corp. managers, also of HEC Montréal’s Energy Management Development Program for SEPC, China Yangtze Power Corp., China Guodian Corp., Jilin Electric Power Corp., and recently of the Overseas Power Plant Management Training Program for CYPC and CGTC. He has also worked on various projects for CIDA, IDRC, ITU, UNESCO, UN, CEDEAO, ICAMERICA, Ministries of Energy, of Industry and the Environment. He has a long experience consulting with private-owned and state utilities and Regulatory Agencies around the world. Professor Gentzoglanis has developed various custom-made curricula in the area of market design and pricing in the electricity markets, telecommunications and other network industries.

Taïeb Hafsi is a Full Professor of strategic management at HEC Montréal is the holder of the Walter J. Somers Chair in International Strategic Management. He holds an MS in Management from the Sloan School of management at the Massachusetts Institute of Technology and a Doctorate in Business Administration from the Harvard Business School. He teaches, mostly using the case method, various topics related to business policy and strategic change. In his research he focuses mostly on issues related to managing complex organizations, such as large diversified firms, geographically dispersed organizations, not-for-profit organizations, state-

owned firms and governments. He has been awarded several prizes of which the P. Laurin research prize, the 2000 Outstanding teacher award (a once in a career recognition award), and three best article awards in the Canadian Journal of Administrative Sciences and in Public Administration Review. Professor Hafsi has participated in a number of international programs in China and Africa. He was a faculty member of the Graduate Diploma in Management of the energy sector (DESS) in Chengdu for Sichuan Electric Power Corp. managers, also of HEC

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Montréal Executive Energy Development Program for China Yangtze Power Company, Sichuan Electric Power Corp., China Guodian Corp. and China Datang Corp.

Paul Lanoie is currently a Full Professor and the Associate Director for academic affairs and strategic planning at HEC Montréal. He holds a M.Sc. in Management (1984) from HEC Montréal and a Ph.D. in economics (1989) from Queen’s University in Kingston,Canada. Since 1992, he teaches mainly courses in the area of sustainable development and environmental economics. In particular, he has regularly taught this topic to managers in HEC Montréal programs the energy sector in China, Mexico and Algeria. He has co-authored around 50 academic articles published in leading journals like Academy of Management Perspectives, Journal of Environmental Economics and Management and Ecological

Economics. He has also been a consultant in environmental economics for many public and private organizations, like the Quebec Department of Environment, the Quebec Department of Transport, the Quebec Auditor General, Recyc-Québec and Health Canada. In 2007-2008, he was the first Director for Sustainability at HEC Montréal. During the period 2002-2006, he was the head of the Bachelor of Business Administration program in the same institution. Finally, he was the head of the Economics department at HEC Montréal from 1999 to 2002, and the editor of the academic journal L’Actualité économique from 1996 to 1999.

Justin Leroux holds a Ph.D. in Economics from Rice University and an M.A. (DEA) in Mathematics applied to Economics from the Sorbonne University in Paris. Dr. Leroux is an Assistant Professor at the Institute of Applied Economics of HEC Montréal. His research interests are focused on Cost Sharing and Distributive Justice. His contributions to the business and public communities include the optimal pricing of call center services and road networks. As an expert in the field of economic evaluation and investment projects, Professor Leroux has participated in a number of projects,

particularly in China. He was a faculty member of the Graduate Diploma in Management of the energy sector (DESS) in Chengdu for Sichuan Electric Power Corp. managers, also of HEC Montréal Executive Program in Malaysia for UNITEN.

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François Leroux holds a MBA from HEC Montréal and a D.Sc. Economics from the Université de Grenoble, François Leroux has taught at HEC Montréal since 1970. A Full Professor in the International Affairs department, Mr. Leroux directed the Institute of Applied Economics, the Centre for International Business Studies (CETAI). Since 2004, he has been the director of the Office of International Activities at HEC Montréal. He is in charge of the international exchange program Passport to the World, International Projects, the Bureau International – Europe. He is assistant editor in chief of the Management

International journal. Mr. Leroux has published several books on applied economics and international capital markets and carried out consulting work in these areas. Throughout his career he has worked for many organizations, including the International Monetary Fund (IMF) Institute, the World Bank and UNDP, specifically in the field of international affairs.

Christian Lévesque is a Professor at HEC Montréal and the co-director of the CRIMT (Centre de recherche interuniversitaire sur la mondialisation et le travail). He holds a doctorate in industrial relations from Université Laval (Québec) and a post doctorate from MIT (Boston). His recent research focuses on the impact of globalization, particularly as a result of NAFTA, on union strategy, the construction of union cooperation at the international level, the diffusion of high performance work systems, the union renewal in Canada and Mexico, and the operations of multinational firms Canada. Professor

Lévesque was a faculty member in the Graduate Diploma in Management of the energy sector (DESS) in Chengdu for Sichuan Electric Power Corp. managers in China.

Sylvain Matte is a senior partner of Coefficient Management Inc., a management consulting, training and facilitation firm he founded in 1995. Mr. Matte has a degree in IT and an MBA from HEC Montréal. He brings forth 30 years of rich experiences, with the last 16 acting as a consultant and the 14 years prior with Alcan. As a consultant, he has been involved in over 75 interventions for private companies and public sector entities, and just as many facilitation and training initiatives. His consulting interventions have covered a variety of areas, such as the development of strategic and business plans, organizational and operational diagnostics, change

management, process improvement, and project management. At HEC Montréal, he teaches Managing Organizational Change and Project Management, as well as Being a Consultant and HEC Challenge, in the English MBA programs, and he is a collaborator at the Center for Research

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on Organizational Transformation. With respect to HEC’s International Executive Education, he has been to China many times where he delivered the Management of Change course in the Graduate Diploma (DESS) in Management of the Energy Sector and the Executive Energy Management Development Program (EMDP) for Sichuan Electric Power Corp., Jilin Electric Power Corp., China Guodian Corp. and China Datang Corp. He has also delivered the same course, as well as a seminar on Creative Leadership, to EMDP participants in Algeria.

Gaston Ouellet is an associated professor at HEC Montreal. Until his recent retirement, he was a member of the Executive Committee of Alcan (AL) a leading global supplier of aluminum, and engineered and packaging materials around the world (68,000 employees in 61 countries with revenues of $US23.6 billion in 2006). During his career with Alcan, Mr. Ouellet held various line and staff senior positions in North America, Asia and Europe and built an extensive international experience in

business and HR management. In the recent years, he was President of Alcan France responsible for the governance, compliance and service activities in France and representing Alcan in regards to corporate obligations throughout Europe. During the last 13 years as Senior Alcan Vice President, he was responsible for the overall HR activities of the company and had direct responsibility for the development and implementation of Talent Management, Succession Planning and Senior Executive Compensation systems. He was actively involved in various M&A projects, the most recent being the acquisition of Pechiney in France and played a leadership role in all HR issues arising from those activities such as: organization design, executive coaching and staffing, labour negotiations, restructuring, downsizing and divestments His international experience includes business and line management responsibilities as Commercial and Operation Manager in Malaysia and managing director of Alcan Toyo Europe a joint venture between Alcan and Toyo Aluminum based in Japan. Mr. Ouellet has a master degree in Industrial Relations from Laval University in Quebec He also completed the International Management Development Program at the Centre d’études industrielles, in Geneva, Switzerland.

Nicolas Papageorgiou is Associate Professor of Finance at HEC Montréal and Director of Research at Desjardins Global Asset Management. He also serves as the co-director of the DGAM-HEC Alternative Investment Research Center. He is Managing Director of ReplicQuant, a consultancy firm that develops quantitative tools for the analysis of alternative investments. Professor Papageorgiou has published articles in leading academic and practitioner journals and has been invited to present his research at numerous conferences in North America and Europe. He has also taught regularly professional seminars at the Montreal Derivatives Exchange, as well as at a number of foreign organizations in Morocco

(Moroccan Port Authority) and in China (Sichuan Electrical Power Corp. and North China Grid).

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Pierre-Olivier Pineau (Ph.D., HEC Montréal, 2000) is an Associate Professor in the department of Management Sciences of HEC Montréal. He is an electricity reform specialist, with publications on strategic investment, pricing, privatization and energy market integration. His work is international, covering Canada, Africa, Latin America and Scandinavia. He has published and worked in all of these regions. He is has been the Associate Editor of the International Journal of Energy Sector Management since March 2006. He also held positions in Canada at the University of Victoria (School of Public Administration, 2001-

2006) and at Concordia University (Economics Department, 2000-2001). Professor Pineau was a faculty member in the Graduate Diploma in Management of the energy sector (DESS) in Chengdu for Sichuan Electric Power Corp. managers in China and in the Executive Energy Development Programs for Sichuan Electric Power Corp., Jilin Electric Power Corp., China Guodian Corp., China Datang Corp. and recently of the Overseas Power Plant Management Training program for CYPC and CGTC. He currently serves as pedagogical Director for all energy programs developed by HEC Montréal International Executive Education.

Emmanuel Raufflet holds a Ph.D. degree from McGill University, Canada and is an Assistant Professor of Management at HEC Montréal. His research is concerned with the changing relations between organizations and their social and natural environments, and organizations that bring about social change and innovation. He studied the role and responsibilities of international firms in developing areas with F. Bird and J. Smucker (2004) (International businesses and the dilemma of development, Case studies on global responsibilities and the practices of businesses in developing areas, volume 2. MacMillan Press: London). Dr. Raufflet has

also researched forest management in Mexico (Cambio Institucional en el Manejo de los Bosques de Tlalmanalco, Mexico, Plaza y Valdes-UAM Editores: Mexico, 2004). He was a guest professor at ESSEC Business School (France) in 2002 and ITESM Mexico City in 1999. A French and Canadian national, he has lived in Spain, Brazil, and Mexico. He is currently publishing a volume on corporate social responsibility. He received the Prix de Pédagogie –Assistant Professor, HEC Montréal in 2006 as well as the Emerson Award for best Case in Business Ethics at NACRA (North American Case Research Association) in 2005 and in 2007. He is the pedagogical co-director of the Graduate Degree in Management and Sustainable Development at HEC Montréal. He was a faculty member of the Overseas Power Plant Management Training Program for CYPC and CGTC.

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Eduardo Schiehll holds a Ph.D. in Management, with a specialization in Management Accounting, from HEC Montreal. Professor Schiehll has more than 10 years of experience in teaching and prior to joining HEC Montreal, he worked as auditor and consultant for PriceWaterhouseCoopers in Brazil. His research and teaching activities are focused in the areas of corporate governance, management control systems design and performance management. He was a faculty member of the Graduate Diploma in Management of the energy sector (DESS) in Chengdu for SEPC managers and of the Overseas Power Plant

Management Training Program for CYPC and CGTC. Dr Schiehll has published many scholarly articles in journals and books including, Performance Measurement and Management Control: Measuring and Rewarding Performance, Corporate Ownership and Control, Corporate Governance: An International Review, and Benefits and Compensation International. Professor Schiehll serves as Associate Editor for the Corporate Governance: An International Review, an established academic journal dedicated to Corporate Governance research. He also serves as President of the Education and Accreditation Committees of the Ordre des Comptables en Management Acrédités (CMA) du Québec.

Afzal Siddiqui is a Senior Lecturer in the Department of Statistical Science. Previously, he was a Lecturer in Statistics at UCL (2005-2010) and a College Lecturer in the Department of Banking and Finance at University College Dublin. After having completed his PhD in Industrial Engineering and Operations Research from the University of California at Berkeley in 2002, Afzal served as a Visiting Assistant Professor in the Department of Industrial Engineering and Operations Research at UC Berkeley (2002) and a Visiting Post-doctoral Researcher at the Ernest Orlando Lawrence Berkeley National

Laboratory (2002-2003), where he continues to hold a Guest Senior Scientist position. In addition, he is a Research Engineer

(20% time) at the Department of Computer and Systems Sciences of Stockholm University. He delivered HEC Montréal courses and seminar to numerous companies in China (Sichuan Electric Power Corp., Jilin Electric Power Co.).

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Pamela Sloan is associate professor in the management department. Her Ph.D. from HEC Montréal specialized in corporate strategy. She holds an MA in Economics from Cambridge University, and has been a visiting scholar at Harvard Business School and INSEAD. She has taught management skills, strategic management and governance in the MBA, undergraduate programs and executive development programs at HEC Montréal. She was a faculty member of the Global Business Course at the Doosan Leadership Institute in Seoul, South Korea and of the Overseas Power Plant Management Training Program for CYPC and CGTC.

Dr. Sloan’s research interests centre on coherence in strategy and the integration of strategy and corporate sustainability. She has been a member of the international research team for Project RESPONSE, a ground-breaking global study on corporate responsibility funded by the European Union and co-ordinated through INSEAD. She recently co-authored a teaching case entitled “Michelin’s Strategic Partnership with Indigenous Peoples” that won First Prize in the 2009 of the Swiss-based Oikos Global Case Writing Competition in Corporate Responsibility. Prior to pursuing an academic career, Pamela Sloan gained extensive practical experience as a corporate executive and consultant. She is a former Vice-President of the Toronto Stock Exchange, and is the founder of an economics and management consulting firm with corporate clients in Canada, the United States and Australia. Her consulting work has focused on corporate stakeholder relations and sustainability practices, particularly relating to the strategic management and organizational development of sustainable enterprises.

Camille Thibodeau has been a lecturer at HEC Montreal since 1995 in human resources management, training and performance management and at Sherbrooke University since 2008 in competency management. Prior to this, she was Vice-president human resources for the Forzani group. She is a human resources practitioner with a proven 25-year track record in corporate and consulting settings. She has developed expertise in leadership development, performance management, coaching and training. She provides specialized

services in human resources, training and customer service to various public and private organizations within diverse sectors of the economy, with the objective of maximizing the contributions of employees to the achievement of an organization’s strategies and objectives through various methods. Over the past ten years, she has worked with different organizations such as Bombardier aerospace, Cirque du Soleil, Voith in Canada and United States and smaller organizations such as Sail and the Diabetic Children’s Foundation. Professor Thibodeau was a faculty member in the Executive Energy Development Programs for North China Grid.

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Lu Xin holds an MBA from Huazhong University of Science and Technology & Toronto University (joint program), and a B.E.E from Zhejiang Industry & Commerce University, China. She works at Intelligent Technology Solutions Inc., a staffing & consulting company based in Ottawa. As a senior HR consultant for past eight years, she has conducted business research and sourced top talent in the semiconductor and IT industries. She also has solid teaching experience. While living in China, she taught management courses such as

Organizational Behaviour, Joint Venture Management and Strategic Management at the Management School of Huazhong University of Science and Technology. Since 2000, she has acted as a guest lecturer/researcher at HEC Montréal, where she has taught management courses in the Graduate Diploma in management (DESS) of the Energy sector in China for Sichuan Electric Power Corp and in the Executive Energy Development Program in China.

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LIST OF SEMINARS

MANAGEMENT SKILLS FOR THE ENERGY SECTOR ....................................... 3

INTRODUCTORY MANAGEMENT ................................................................................. 3

CORPORATE MANAGEMENT ........................................................................................ 3

STRATEGIC MANAGEMENT IN THE ENERGY INDUSTRY ..................................... 3

BUSINESS AND CORPORATE GOVERNANCE ......................................................... 3

CHANGE MANAGEMENT ................................................................................................ 4

MANAGEMENT SIMULATION: GLOBSTRAT .............................................................. 4

ORGANIZATIONAL STRUCTURE AND MANAGEMENT SYSTEM FOR MOST

ELECTRICITY FIRMS ....................................................................................................... 5

STRATEGIC PERFORMANCE MANAGEMENT – DEVELOPING KEY

PERFORMANCE INDICATORS (KPI) ............................................................................ 5

MANAGERIAL ECONOMICS ........................................................................................... 6

SUPPLY CHAIN MANAGEMENT IN THE ENERGY SECTOR .................................. 6

MARKETING ENERGY PRODUCTS .............................................................................. 6

MANAGEMENT ACCOUNTING ...................................................................................... 7

HUMAN RESOURCE MANAGEMENT ........................................................................... 7

STRATEGIC HUMAN PERFORMANCE MANAGEMENT .......................................... 7

TALENT MANAGEMENT: A PROCESS TO ACHIEVE BUSINESS OBJECTIVES

THROUGH PEOPLE ......................................................................................................... 8

DECISION SUPPORT TOOLS ........................................................................................ 8

CHALLENGES OF THE ENERGY SECTOR ......................................................... 9

ELECTRICITY MARKET: MASTERING COMPETITION THROUGH A

SIMULATION ...................................................................................................................... 9

ENERGY PLANNING AND DEMAND FORECASTING............................................... 9

NEW ENERGY SECTOR: A WORLDWIDE PERSPECTIVE ..................................... 9

ENERGY REGULATION AND LAW.............................................................................. 10

ENVIRONMENT MANAGEMENT AND SUSTAINABLE DEVELOPMENT ............ 10

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SOCIAL, ENVIRONMENTAL AND ECONOMIC ISSUES ......................................... 11

OPTIMAL MANAGEMENT OF PRODUCTION SYSTEMS ....................................... 11

THE SMART GRID FOR MANAGERS AND TECHNICAL LEADERS .................... 11

RENEWABLE ELECTRICITY MARKET INTEGRATION ........................................... 12

ENERGY PROJECTS: FINANCIAL AND ECONOMIC ANALYSIS .................... 14

ECONOMIC EVALUATION OF INVESTMENT PROJECTS ..................................... 14

FINANCIAL ANALYSIS ................................................................................................... 14

FINANCIAL PRODUCTS ................................................................................................ 14

PROJECT FINANCIAL EVALUATION AND FINANCING ......................................... 14

RISK ANALYSIS ............................................................................................................... 15

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LIST OF TEACHERS

Sylvain Audette ........................................................................................................ 16

Rachel Auger............................................................................................................. 16

Olivier Bahn .............................................................................................................. 17

Renée Bédard ........................................................................................................... 17

Michèle Breton ......................................................................................................... 18

Tolga Cenesizoglu ..................................................................................................... 18

Anastassios Gentzoglanis .......................................................................................... 19

Taïeb Hafsi ................................................................................................................ 19

Paul Lanoie ............................................................................................................... 20

Justin Leroux ............................................................................................................. 20

François Leroux ......................................................................................................... 21

Christian Lévesque .................................................................................................... 21

Sylvain Matte............................................................................................................ 21

Gaston Ouellet .......................................................................................................... 22

Nicolas Papageorgiou ................................................................................................ 22

Pierre-Olivier Pineau ................................................................................................. 23

Emmanuel Raufflet ................................................................................................... 23

Eduardo Schiehll ....................................................................................................... 24

Afzal Siddiqui ............................................................................................................ 24

Pamela Sloan ............................................................................................................ 25

Camille Thibodeau .................................................................................................... 25

Lu Xin ...................................................................................................................... 26