2 - 4 October, 2018 | Hilton Canary Wharf, London, UK

Main Conference Day One: 3 October, 2018

7:00 am - 8:00 am Registration and check in, Networking Breakfast

8:00 am - 8:05 am Welcome from conference director

8:05 am - 8:15 am Chair’s opening address

8:15 am - 9:00 am Gaining business value from Operational Excellence

There has never been a more critical time for energy, chemicals and resources companies to be focused on Operational Excellence – its critical
not just for survival but in order to thrive in the years ahead. The innovators that have strategically invested in operationalefficiency programs are
demonstrating their operational resilience – while marginal operatorsmust significantly improve in order to position themselves for long-term growth in an increasinglycompetitive marketplace. With so many companies hampered by complexity and inefficiency, now is the time to optimise your operations to yield more productivity and fully harvest the benefits of technology, scale and standardisation.
While many of us have an Operational Excellence or CI program in place – but does it truly link planning and operations to strategy? Are you getting the most business value you possible can out of it? What about metrics – what is the true impact of OE on your business’ financial performance? Do you know?
This dynamic panel will discuss these issues and more – including how to reduce complexity and variability with clearly defined standards and
accountabilities, build the most compelling case for deeper OE focus and demonstrate to your executive leaders and shareholders the true impact that Operational Excellence can have on the bottom line.

9:00 am - 9:40 am Maximising business impact through a holistic approach to continuous improvement and OE: Lessons learned from a 10 year journey at Shell Downstream

Michiel Van Noort - Global Head of Continuous Improvement, Downstream Royal Dutch Shell

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Michiel Van Noort

Global Head of Continuous Improvement, Downstream
Royal Dutch Shell

9:40 am - 10:20 am Driving Operational Excellence to the Frontline: How to translate the business strategy into action and engage the frontline

Jérôme Fady - Vice President, Operational Excellence Arkema
Arkema has 19,000 employees based in 50 countries, with 137 industrial plants and 13 research centers. As a chemical company, safety has always been a priority at Arkema. However, following several major acquisitions, the company found itself in a unique position: as people joined the company via mergers and acquisitions, they often brought their previous company’s culture along with them. Arkema was challenged with the task of implementing a uniform company strategy across several business units. In this case study we see how the company was able to overcome these challenges and drive OE to the front line by:
• Creating a roadmap for the implementation journey from the boardroom to the frontline
• Aligning strategy with execution
• Identify opportunities to leverage OE tools to eliminate sources of value loss in your operations
• Embedding OE in your organizational DNA by engaging all employees
• Learning along the way: recent challenges and lessons learned
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Jérôme Fady

Vice President, Operational Excellence
Arkema

10:20 am - 10:40 am Networking Break

LEADERSHIP & CULTURE TRACK

10:40 am - 11:10 am A journey worth taking: Getting Leaders to Buy In to Operational Excellencee

Christopher Smith - Director, Operational Excellence, Climate & Renewables E.ON
In order to build an effective Operational Excellence program, all levels of the organization must buy in
and actively participate in improvement efforts. How can we convince senior leadership that Operational
Excellence is a journey worth taking?
This session will introduce you to leadership practices and a proven deployment methodology that
integrates with, and supports existing operational improvement efforts to effectively address the human
side of performance, while managing competing priorities, aligning leaders, and achieving consistent
output.
This case study will focus on the implementation of the E.ON Climate & Renewables Operational
Excellence program, including:
• How to drive changes in leadership thinking and behaviours to deliver performance improvement
through Operational Excellence
• Developing leadership practices that guide employees toward repeatable, optimized behaviours that
drive OE
• Understanding the behavioral impact of operational improvement efforts - how the attitudes of Senior
Leadership effect the entire organization
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Christopher Smith

Director, Operational Excellence, Climate & Renewables
E.ON

• Creating a culture of Continuous Improvement
• Determining your organisation’s current culture – and shaping it to fit your strategy
• Why culture is the best source of competitive advantage out there
• Defining your aspirational target culture
• Leadership alignment: changing leadership behaviours to drive operational excellence
• Using culture as a fundamental management tool
• Understanding that what worked in the past may no longer work in the future - and what worked for one company may not work for another
• Predict the behavioural impact of operational improvement efforts
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Ulrich Hank

Senior Vice President/Head of Health, Safety & Environment
Innogy SE

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Hugo Ashkar

Global Risk Manager
BP

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Jim Wetherbee

Astronaut, Former VP - BP
Author, Controlling Risk: 30 Techniques for Operating Excellence

11:40 am - 12:10 pm Cultural Change Programs: Understanding how to make culture change happen to drive out risk and enhance operational excellence

Alexander Breskvar - Director, Quality Siemens Gamesa Renewable Energy
• How can we define culture?
• Implementing changes in leadership thinking and behaviours to drive out operational risk and support transformation
• Leadership and culture change: why it needs to start at the top
• What are the stages of culture change – can we ‘learn’ a new culture?
• Identifying the fundamentals of a culture change program
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Alexander Breskvar

Director, Quality
Siemens Gamesa Renewable Energy

EH&S EXCELLENCE TRACK

10:40 am - 11:10 am Safety Culture at Arkema: Focusing on Culture to Drive Operational Excellence

Paul Leonard - Vice President, Health Safety & Environment Arkema
Arkema has 19,000 employees based in 50 countries, with 137 industrial plants and 13 research centers. As a chemical company, safety has always been a priority at Arkema. However, following several major acquisitions, the company found itself in a unique position: as people joined the company via mergers and acquisitions, they often brought along their previous company’s views on safety protocols and procedures. The company felt it was critical to have one point of view, one strategy that transcended all continents, cultures, and language barriers. Without it they felt they would never achieve a position as one of the best-performing companies in the chemical industry in terms of safety performance. But how? Paul Leonard will share Arkema’s journey to safety excellence and will share where they were, where they are today and where they are going as they focus on becoming one of the safest chemical companies in the world.
• Shifting ownership of safety from just leaders and managers to everyone in the organisation
• Arkema’s Strategic Learning Map® “Arkema Safety Academy: Our Safety Culture”
• The development of the Learning Map
• The deployment: training 14,000 people in 40 different countries and 10 different languages in a 12-month time period
• The impact on the business
• Building a sense of trust amongst employees: How the Learning Map unified employees and became the foundation for Arkema’s culture
• What’s next?
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Paul Leonard

Vice President, Health Safety & Environment
Arkema

11:10 am - 11:40 am Laying the foundation for Operational Excellence: Establishing principles and structures that begin with safety - and then applying them to other areas of the business


• Understanding the link between safety, reliability and Operational Excellence
• Creating the business case for improved operational discipline
• Why a foundation of EHS Excellence and Reliability can lead to enterprise Operational Excellence
through increased discipline, predictability, and risk management
• Building a culture of Operational Excellence with standardized processes that lead to integrated
operations and management
• Creating standardized approaches to various business functions: Centralizing knowledge and
oversight, while giving flexibility in implementation
• What’s required to be successful?
- Leadership - Culture - Competencies - Skills/ learning/ training

11:40 am - 12:10 pm Incident Management: Why are we still failing to learn?

- What are we doing differently since Texas City, Macondo, Space Shuttle Columbia?
- Review of how inadequate ‘learning from incidents’ processes have been identified as contributory factors in major accidents
- What is holding us back from learning from incidents?
- Understanding the human and organisational factor causes of an incident through appropriate investigation approaches
- Using multiple opportunities for learning to optimise changes that lead to a lower risk work environment
- Getting leaders to involve leaders in incident management – the critical role of front line supervision
- Implementing effective learning - and changing practices for the long haul

12:10 pm - 1:00 pm Networking Luncheon

HUMAN CENTRED OPERATIONAL EXCELLENCE TRACK

1:00 pm - 1:30 pm Human Factors meets Data Analytics and Safety and introduces everyone to Lean Six Sigma at Chevron

Graciela Perez - Global Manager Chevron
• A taste of leveraging new views on Safety and Data analytics as part of Lean Transformation
• Take Lean Sigma tools to the next level in support of “the human factor” at your sites
• Simple ways to integrate Human factors engineering into your current safety toolbox
• Examples of digital tools (Gamification, Podcasts, LCD, Sound Bites) to get the right data analytics to the right levels of your organisation using Lean Six Sigma
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Graciela Perez

Global Manager
Chevron

1:30 pm - 2:00 pm Driving Operational Excellence across your supply chain

Marco Barsanti - Senior Vice President HSSE Asset Operations Uniper

• Reducing the Operational Excellence “disconnect” between suppliers and
production companies
• End-to End process discipline strategies to minimize risk
• Defining which process belongs to each party
• Overcoming the challenges of executing OE in complex supply chain environments
• Assessing how well your suppliers are performing: critical questions you should be
asking
• What to do when you find gaps with supplier continuous improvement efforts
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Marco Barsanti

Senior Vice President HSSE Asset Operations
Uniper

2:00 pm - 2:30 pm Understanding the connection between organisational culture and safety, environmental and financial performance

• What’s the link between culture, reliability and Operational Excellence?
• With so much volatility and risk in hazardous industries today – what impact can culture change can have on safety performance? environmental performance? compliance? financial performance?
• Where should the responsibility for changing culture sit in an organisation?
• Can you measure organisational culture?
• Where do you start when it comes to changing culture?
ASSET OPTIMISATION TRACK

1:00 pm - 1:30 pm Asset optimisation: Reducing risk and improving reliability for world class operations

Andy Morris - Fleet Chief Mechanical Engineer EDF Energy
• Creating a greater focus on process safety issues through tools such as risk assessment and risk registers
• Responding to risk by considering root cause analysis and weekly downtime reports
• Asset optimisation: Framework approach to establishing an asset management and reliability program
• Evaluating your ‘as-is’ baseline and setting your ‘to-be’ improvement goals - Who should be involved - How to do we measure improvement (Establishing KPIs) - Gaining executive and employee support
• Applying Operational Excellence tools to enhance asset reliability and performance
• Addressing reliability and integrity challenges
• Getting employees at all levels to consistently perform monitoring, root-cause analysis, follow-through and more
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Andy Morris

Fleet Chief Mechanical Engineer
EDF Energy

1:30 pm - 2:00 pm Reliability Transformation: Driving Standardisation and Optimisation of Phillips 66 Reliability Processes

• Implementing world-class maintenance and reliability programs that promote safe, cost effective business: what’s really required?
• Improving the partnership between operations and maintenance
• Increasing “ownership” by operators in preventing equipment failures and enhancing frontline collaborative root cause analysis
• Building a culture of reliability through governance
• Reliability process execution
• Performance management
• Skills development
• Operational excellence
• Change/ communications
• Leveraging the right processes, roles and responsibilities to enable effective decision making, and ensure the effort is on track to deliver value and achieve long-term sustainability

2:00 pm - 2:30 pm Reducing Operational Risk: Delivering capital and maintenance projects with less risk and superior returns

• What specific steps can be taken to boost return on capital employed? Given the current market conditions, should there be tighter criteria for project approval? Should we be reducing inventory? Sharing risk models with partners and suppliers?
• Improving collaboration between project execution teams and removing silos
• What are the largest challenges today for keeping projects on time and on budget?
• How should companies be tracking the progress of complex, capital intensive projects?

2:30 pm - 3:00 pm Solution Insight Session

Branded as “the best networking session I’ve ever attended” by a number of past Summit delegates, this structured networking session is the ideal opportunity for you to capitalise on time out of the office by speaking to each of your peers in attendance and learning about the solutions available to your specific OE challenges. How does it work? It’s easy. You spend seven minutes at a table of your choice, and when the bell rings you’ll be directed to the next one to start another round of networking. At the end of the session you’ll have met most of your peers, and if you haven’t, you can continue into the networking cocktail reception at the end of the day.

3:00 pm - 3:40 pm Taking a collaborative approach: The power of supply chain engagement to drive Operational Excellence in Health and Safety

Simon Watson - Head of Health, Safety, Security & Wellbeing Thames Water
Simon Watson is head of health, safety, security and wellbeing at Thames Water, responsible for the strategic and operational direction of health and safety within the Operations business. Thames Water is the public water supply and waste water treatment provider for London and surrounding area and is the UK’s largest water and wastewater services company, supplying 2.6 billion litres of drinking water per day, and treats 4.4 billion litres of wastewater per day. Simon has held numerous safety critical roles including heavy civil infrastructure, engineering, marine, construction and utilities. He believes in the importance and endless possibilities of effective supply chain engagement to change the landscape of health, safety and wellbeing benefits. In this insightful presentation he will discuss:
• Thames Water’s innovative approach to working with its supply chain: Building trust to create an environment that allows each partner organisation to flourish together.
• The development, establishment and delivery of a unique engagement model that places control in the hands of all partners to achieve a common goal.
• Thames Water’s ground breaking approach in using psychology alongside organisational performance to select supply chain partnerships.
During this talk Simon will share the lessons learnt over the past five years in shaping this program and will provide practical guidance on how to follow a similar path should you wish to do so.
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Simon Watson

Head of Health, Safety, Security & Wellbeing
Thames Water

3:40 pm - 4:20 pm Building for maintenance excellence

Dr. Damon Bowler - Manager of Projects Add Energy
How to assure return on investment at a time when you need it the most. Implementing the fundamentals of an efficient and effective Computerised Maintenance Management System is key to delivering Maintenance Excellence.
- Lessons learned: Insight into the execution of the world’s largest asset management project, covering over 2 million equipment tags across 7 regions
- How one of the world’s largest oil and gas companies is achieving $20m worth of efficiency savings through strategic implementation
- How to gain the most ROI on operational expenditure for maintenance
- Identification of marginal gains and their accumulated impact on achieving operational excellence


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Dr. Damon Bowler

Manager of Projects
Add Energy

How do operators prevent the next accident? How do they prevent unpredictable accidents? Can they simultaneously improve performance? On the front lines of danger, your employees are the last line of defense trying to prevent death and destruction. What happens if they don’t succeed? After accidents, organisations typically issue new rules. These will work—until the next accident. Again, new rules are issued and procedures are updated. Yet, the cycle of accidents continues. Organisations and operators must need something more than rules and procedures to prevent unpredictable accidents. The solution is found in the principles of operating excellence. Since the beginning of the space program, astronauts have been following these principles and developing techniques to help flight crews stay alive and accomplish dangerous missions in the unforgiving environment of space. In Controlling Risk, you will learn how to operate better, work together, and improve performance in your high-risk business to accomplish much more in your dangerous world!
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Jim Wetherbee

Astronaut, Former VP - BP
Author, Controlling Risk: 30 Techniques for Operating Excellence

5:00 pm - 5:00 pm Networking Cocktail Reception for all Conference Attendees, Speakers and Sponsors