2 - 4 October, 2018 | 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 Balancing cost, performance and risk to keep your people safe and your operations productive

With markets shifting, complexity growing, regulations changing and production costs increasing, the need to balance cost and risk has never been more crucial companies operating in hazardous industries.

In this riveting keynote panel, our panelists will reveal their perspectives on strategic, organizational, financial and operational requirements needed to drive world class Operational Excellence.

9:00 am - 9:40 am Gaining business value from Operational Excellence

Many of us have an OE 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 your Operations Management System – is it driving Operational Excellence across the business? How can you know? The innovators that have strategically invested in operational efficiency programs are demonstrating their operational resilience – while marginal operators must significantly improve in order to position themselves for long-term growth in today’s competitive marketplace. With so many companies hampered by complexity and inefficiency, now is the time to optimize processes to yield more productivity and fully harvest the benefits of scale and standardization.
This dynamic keynote will cover how to reduce complexity and variability with clearly defined standards and accountabilities; build the most compelling case for deeper OE focus; improve your OMS to ensure its driving and supporting your Operational Excellence efforts and more.

9:40 am - 10:20 am Safety Culture at Arkema: Focusing on Culture to Drive Operational Excellence

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 organization
• 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?

10:20 am - 10:40 am Networking Break

LEADERSHIP & CULTURE TRACK

10:40 am - 11:10 am Understanding the connection between culture and safety, environmental and financial performance

- What is a “High Reliability Organization”?
- 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 have on safety performance? environmental performance? compliance? financial performance?
- Where should the responsibility for changing culture sit in an organization?
- Can you measure organizational culture?
- Where do you start when it comes to changing culture?

11:10 am - 11:40 am Achieving cultural maturity: Evolving toward a more mature risk culture

- Getting better at getting better: What does a culture of Operational Excellence really mean?
- Leadership’s responsibility to identify and address cultural gaps
- What’s the link between culture and Operational Excellence?
- Instilling a culture of operational discipline
- Building internal connectivity and collaboration
- Steps to take to ‘fix’ culture: training, change management and stakeholder engagement
- Removing barriers to change: Creating a sustainable operational excellence culture
- Is change management a critical element of operational excellence? How much effort and attention should be given to managing change?
- True operational excellence rests on the idea of a continuous improvement mindset: how to build OE into your business operating model

11:40 am - 12:10 pm Maintaining your Safety Culture During Times of Transformation

• Creating a high reliability organization
• Enabling safe and reliable operations during times of volatility and change
• Understanding the link between safety, reliability and financial performance
• Creating the business case for improved operational discipline
EH&S EXCELLENCE TRACK

10:40 am - 11:10 am Going beyond compliance: Meeting safety regulation challenges, ensuring worker safety, improving incident loss prevention and promoting operational excellence

• Why we do what we do: Making the connection between culture, safety and business performance
• What is the role of leadership in shaping safety culture?
• Compliance base culture vs. desire based culture
• Starting the transformation conversation

11:10 am - 11:40 am The Ten Common Adverse Conditions in Organizations That Failed to Prevent the Next Accident

Based on observations, discussions, and assessments from thirty-five years of working in various hazardous endeavors, including the recovery from the Texas City and Macondo incidents in the oil and gas industry, and the Challenger and Columbia space shuttle incidents, Jim Wetherbee will present a list of ten adverse conditions that commonly existed in many organizations before they experienced major disasters or minor
accidents. In sociotechnical systems used to control risk, improve performance, and accomplish goals, five of these ten adverse conditions existed on the technical side, and five were on the social side. By turning hindsight into foresight, participants can learn how to use the presence and severity of these adverse conditions as indicators to determine if their organization may be drifting toward a disaster.

This highly interactive workshop style session is one you don’t want to miss!

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 organizational factor causes of an incident through appropriate investigation approaches
- Using multiple opportunities for learning to optimize 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

OPERATIONAL RISK MANAGEMENT TRACK

1:00 pm - 1:30 pm Risk management applied to Operational Excellence: Optimal Facility risk profiles

• Understanding the various types of risk – and what that means for your business or project provides you a holistic view of a your risk profile
• Identifying, assessing, responding to risks is good; yet the journey to risk informed decision making demands more
• Ensuring effective risk governance and reporting mechanisms are in place is sound; yet knowing what (to prioritize), how and when is better

1:30 pm - 2:00 pm Controlling risk while improving business performance: It can be done

Often during times of transformation or transition, we put investments on hold because we don’t fully understand the risks facing our organization. This session will explore what it means to have a systematic risk assessment method in place – allowing your company to identify those high-priority risks and take the necessary steps needed to minimize your exposure.

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 their 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 silo
• What are the largest challenges today for keeping projects on time and on budget?
- Talent acquisition, retention
- Lack of centralized processes
- Lack of specialized technology for project construction
- Limited synergy with planning/operations/regulatory or other areas
- Lack of commitment/reliability from contractors or sub-contractors
- Slow ramp up in getting projects started
- Inaccurate or insufficient data
• How should companies be tracking the progress of complex, capital intensive projects?
DIGITAL TRANSFORMATION TRACK

1:00 pm - 1:30 pm Digital Transformation: Leveraging technology to drive out risk

• Leveraging reliability technology, understanding root cause of losses to shape equipment strategies
• Enhancing maintenance productivity through integrated work planning, scheduling and execution, and engineering workforce effectiveness
• Selecting, designing and installing operations systems including delivery of cybersecurity solutions to ensure operations availability and integrity. Integrating Process Control Networks with data management, optimization and reporting systems
• Assessing and ensuring readiness for operations, taking into consideration all aspects of the transition, including operational processes, roles and delegations of authority, legal and/or operating documentation, data and IT systems, resources and competencies; and governance

1:30 pm - 2:00 pm Human Factors meets Data Analytics & Safety and introduces everyone to Lean Six Sigma at 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 organization using Lean Six Sigma

2:00 pm - 2:30 pm Mastering the Digital Imperative: Applying better analytics to find untapped efficiencies and reduce operational risk

• Developing an asset lifecycle management and/or reliability centered maintenance strategy to ensure asset integrity and Uptime
• Leveraging reliability technology, understanding root cause of losses to shape equipment strategies
• Enhancing maintenance productivity through integrated work planning, scheduling and execution, and engineering workforce effectiveness
• Selecting, designing and installing operations systems including delivery of cybersecurity solutions to ensure operations availability and integrity. Integrating Process Control Networks with data management, optimization and reporting systems
• Assessing and ensuring readiness for operations, taking into consideration all aspects of the transition, including operational processes, roles and delegations of authority, legal and/or operating documentation, data and IT systems, resources and competencies; and governance

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 five 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 Innovation Acceleration: Ideas, Methods and People

Jose Pires, Global Excellence & Innovation Leader,Andeavor
In a fast changing world, how do you build a culture where extraordinary innovation becomes ordinary? A culture that lasts and consistently delivers exponential leaders, growth and value creation. The key ingredients to innovation acceleration are not what you see portrayed most often in the media. Great, enduring organizations know what it really takes to create and, most importantly, scale innovation. We will explore how to blend disciplined innovation methods with elements of venture capitalism, crowd-sourcing and collaborative leadership to deliver rapid and sustainable business improvements and innovations in any industry.
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Jose Pires

Global Excellence & Innovation Leader
Andeavor

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

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

4:20 pm - 5:00 pm Controlling Risk In A Dangerous World: 10 Principles of Operating Excellence

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, organizations 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. Organizations 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!

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