Wednesday, June 10
INFRASTRUCTURE SITE VISITS
Integral to the Global Infrastructure Initiative Summit program are six infrastructure and technology site visits. These will allow attendees to see first-hand how infrastructure is planned, financed, delivered, and operated at some of Montréal’s leading organizations. Please note that availability is limited and for Summit participants only.
The Samuel De Champlain Bridge is a 3.4 km twin cable-stayed bridge spanning the Saint Lawrence River between the Island of Montréal and the South Shore suburbs. Replacing the 57-year old original, the new bridge’s two-lane rail corridor for the Réseau Express Métropolitain (REM), six-lane corridor for vehicles, and multi-use corridor for cyclists and pedestrians are expected to serve 40-60M vehicles annually for the next 125 years. This complex project was completed in just four years by employing modern construction technologies and methods. www.newchamplain.ca
MILA AI LABORATORY
The globally renowned MILA laboratory is promoting interaction with industry and guiding innovation in artificial intelligence and technology transfer. This collaborative effort between four universities, their faculty, and researchers is making significant contributions to the field of deep learning. Additional partnerships with Hydro Quebec, CDPQ, The City of Montréal, and others are deploying AI applications to improve infrastructure performance and predictability. http://mila.quebec/
PORT OF MONTRÉAL
The Port of Montréal is Canada’s second largest port and a major diversified transshipment center, operated by the Montréal Port Authority (MPA). Located 1,600 kms inland from the Atlantic coast, it is the only container port on the St-Laurence River, providing fast access 110 million consumers in North America and moving 74 percent of Canada's trade. The MPA, with support of Canada Infrastructure Bank, plans to serve the growing demand in container handling with a new container terminal in Contrecoeur. Currently in project development, this major project will implement best practices in stakeholder management, design, construction, finance, and operation. www.port-montreal.com
Réseau express métropolitain (REM)—a new, 67 km integrated public transit network under construction in Greater Montréal—is the largest public transit project undertaken in Québec in the last fifty years. The fully automated electric light rail network will feature 26 stations and link downtown Montréal, universities, South Shore, West Island, North Shore, and Montréal-Trudeau International airport. CDPQ Infra’s innovative approach to this megaproject has resulted in a 6-year timeline from conception through first operation. http://rem.info
STM CONTROL CENTER
The Société de transport de Montréal (STM) is responsible for developing, operating, and maintaining Montréal’s integrated metro and bus network. STM is the third largest public transit corporation in North America and recorded over 365 million trips in 2018. Its control center ensures the integrated management of operational data for the metro’s four lines and 68 stations. With infrastructure investments of CAD$17.86 billion budgeted for the entire Montréal territory, STM is embarking on its largest development phase since the metro’s construction. www.stm.info
The Turcot interchange connects three major highways and serves over 300,000 vehicles per day. A 10-year, $3 billion project has completely replaced 145 km of four interchanges, delivered 35 elevated structures, and has relocated the nearby CN railway tracks while minimizing user disruption. As it nears completion, the logistically and technically complex project—described as “performing open heart surgery while running a marathon”—is still running on-time and on-budget. www.turcot.transports.gouv.qc.ca
DINNER AND KEYNOTE DISCUSSION
Thursday, June 11
All participants are invited to start their day with a sunrise activity
RUN UP MOUNT ROYAL
Escorted by two running coaches, the 5 km course will take participants to the top of Mont-Royal for a spectacular morning view of Montréal.
YOGA AT THE FAIRMONT
Led by a professional instructor, the rise-and-shine class will prepare you for the day ahead with general stretching, muscle toning, and a few sun salutations.
DELIVERING THE PROJECT OF THE FUTURE
Global industry trends—such as digitization, industrialization, vertical and horizontal consolidation, and rising technology investment—are poised to dramatically disrupt all stages of the project life cycle. Rather than having independent project stages, the project of the future will operate as a single production system where technology will be integrated from design, procurement and planning through to construction, commissioning and operations. How do we prepare for the projects of the future and manage the inevitable disruption?
ACCELERATING TECHNOLOGY ADOPTION
While most infrastructure owners and contractors recognize the potential for digital transformation, there are few examples of successful transformations at scale. Too often, organizations fail to progress further than individual pilot projects. Why is digital transformation in this sector so difficult and what can we do to accelerate adoption? What mechanisms are required to quantify, capture, and distribute the financial benefits? How do roles, skillsets, and organizational cultures need to change to realize the project of the future?
COLLABORATING FOR IMPROVED PROJECT DELIVERY
Early adopters of collaborative contracting are seeing positive improvements in project performance and predictability, but the concept remains obscure for many. How do we overcome industry barriers to implementing collaborative approaches? What does collaborative delivery look like across different contract archetypes and projects? How can better collaboration help realize the potential of new tools and technologies?
RETHINKING ASSET MANAGEMENT FOR THE 21ST CENTURY
Global leaders are increasingly aware that the delivery and management of critical assets must include robust resilience and risk reduction planning, accounting for cybersecurity, resource scarcity, natural disasters, and extreme weather events. What should investors, owners, contractors, and operators be doing to manage these issues? How can we adapt economic models to address current and future vulnerabilities? What role should the United Nations’ Sustainable Development Goals play, and how do we tie these goals to outcomes?
DEVELOPING A WORKFORCE FOR THE 21ST CENTURY
Shifts in digitization, industrialization, and consolidation are changing the industry and will require a different mix of skills across the value chain. What new skills and capabilities will be essential to shape and deliver the projects of the future? How should companies plan for knowledge management and apprenticeship? What are the new expectations for attracting and retaining talent, and how do you build a culture of continuous improvement?
PIONEERING NEW APPROACHES TO INFRASTRUCTURE FINANCE
With interest rates at historic lows, the value of infrastructure assets is sky high, despite their relatively low yield. What is the future of public capital markets in financing infrastructure assets? What new approaches are being adopted by institutional investors to identify quality greenfield projects and capture the risk-adjusted returns? What alternative funding structures are being used by governments to unlock revenue streams to fund public infrastructure?
Participants select one of four concurrent pillar solution sessions, each focusing on a major global project or infrastructure challenge. A senior executive from the organization will spend 10-minutes introducing the project and framing its biggest challenges. The participant group, representing deep expertise from around the world, will spend the remaining 50-minutes in a facilitated discussion, identifying solutions for these challenges. Details to be announced
CAPTURING THE VALUE IN DIVERSITY AND INCLUSION
MOVING FROM INSIGHT TO FORESIGHT
PLANNING AND OPERATING INFRASTRUCTURE IN A CHANGING CLIMATE
RESETTING FOR COLLABORATION ACROSS THE PROJECT LIFECYCLE
Participants select one of four concurrent pillar discussion sessions
CREATING A COMMON DIGITAL PLATFORM
Using advanced analytics to uncover critical insights from the vast amounts of data already being collected can improve both the quality and speed of infrastructure delivery and operations. To optimize these results, it is vital for all players to be able to collaborate on a common digital platform. Should industry leaders come together to create an open platform and industry standards for digital collaboration? What can we learn from other industries that have done this successfully, and how do we quantify the ROI?
CREATING THE CONDITIONS FOR COLLABORATION
Realizing collaborative project delivery requires certain conditions to be in place and a clear implementation roadmap. What needs to be true for an owner’s Capex operating model and project portfolio to consider collaborative contracting? How do we enroll and transition project teams to collaborative contracts? What changes are required to the business model, and what specific skills and capabilities are required by project leaders?
PREPARING FOR THE IMPACT OF TECHNOLOGY
New technologies are being created and applied in ways that are transforming the way we use our urban environments worldwide. These shifts are forcing us to reevaluate our assumptions about ROI, asset utilization, and security. How do owners need to start thinking about lifespan and flexibility of assets, given the speed of disruption? How do we factor cybersecurity into planning, delivery, and operations? How will traditional supply chain players differentiate themselves in the digital age?
STAFFING THE PROJECT OF THE FUTURE
Over the next decade, project teams will be required to deploy technology-based solutions, new materials, collaborative practices, and use agile ways of working to deliver resilient projects faster, at lower cost, and with improved schedule predictability. How will owners and contractors find, train, and retain new skills for their project teams? What current models of successful teams, including agile teams, can be applied to the projects of the future? How can we use analytics and technology to improve team performance?
THE BEST IDEAS
Recap of the best ideas, insights, and actions from the Global Infrastructure Initiative
DINNER AND ENTERTAINMENT
Friday, June 12
GII will host four concurrent sector-specific roundtables covering engineering & construction, energy & resources, real estate, and transportation. These sessions will encourage participants to take a more in-depth look at the most exciting topics in specific sectors. Details to be announced