Main Conference Day Two: 4 October, 2018
7:30 am - 8:00 am Check In and Networking Breakfast
8:00 am - 8:10 am Chair’s Opening Remarks
8:10 am - 8:50 am Enabling and delivering OE performance through your Operations Management System
Many companies have implemented formal management systems in an attempt to improve execution and achieve Operational Excellence. While a few companies like Chevron, Exxon and Koch Industries have had tremendous success with their management systems, many other companies have found their management system has become bureaucratic, costly, and ineffective. Even worse, they have found their management systems added more layers of complexity that further weigh upon the companies’ performance. This session will highlight the
critical success factors in OMS design and implementation.
• Driving OEMS accountability through governance: why its not just about compliance
• Building the most compelling case for deeper OMS commitment by cascading governance
• Getting leadership to focus on and support your Management System
• Assigning clear ownership and governance for the processes that make up your management system
• Integrating implementation of the management system into the business planning cycle
• Take a risk-based approach
8:50 am - 9:30 am Driving cross business optimisation: Generating value by continuously improving global operations and processes
• Ensuring collaboration between locations to ensure a coherent and consistent process excellence program
• Overcoming cultural and geographic challenges when governing a global program
• Crossing the boundaries of functional silos to achieve cross-functional collaboration with increased transparency and process optimisation
• Removing costly and inefficient variation by deploying standardised processes and systems across the organisation
9:30 am - 10:10 am Risk management applied to Operational Excellence: Optimal Facility risk profilesHugo Ashkar - Global Risk Manager BP
• 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 prioritise), how and when is better
Hugo AshkarGlobal Risk Manager
10:10 am - 10:30 am Networking Break
10:30 am - 11:00 am Digital strategy: Taking the next step toward digital transformation
What does Digital really mean for your business? Do you truly understand your current position when it comes to your digital transformation?
Most executives understand why their companies need to transform, and most have a basic understanding of what must be done. But a fundamental question remains: how do you make it happen? Your transformation will be very specific depending on where you are on your digital journey. You need to assess your digital maturity and identify gaps relative to your competitors. And you need to understand where digital initiatives can have the greatest impact on their business.
11:00 am - 11:30 am Leveraging emerging technologies – without compromising safety, reliability and complianceSimon Hatson - Head of QHSE & Business Improvement Aquaterra Energy
• Determining your readiness for emerging technologies, systems & controls
• Identifying and preparing for the risks that these new controls bring
• Engaging and educating employees across all levels – and across your supply chain - to when rolling out new technologies
• Aquaterra Energy’s risk management approach
Simon HatsonHead of QHSE & Business Improvement
11:30 am - 12:00 pm Achieving OE through safe, secure and reliable IoT Solutions
To embrace the benefits of digital operations and business models, companies need to ensure knowledge management teams are informed about IoT initiatives. Engaging these teams enables them to create KSA roadmaps for workforce development that complement the role smart, connected devices and high volumes of data will play in digitised businesses.
• Learn how to leverage the opportunities of IoT
• Discover safe and secure technology to build into your IoT devices to protect the integrity of your operations
• Explore how to design reliable operations into your IoT devices
10:30 am - 11:00 am Better with bots? Are robotics and UAVs the future of work in hazardous industries?
• What are the specific opportunities, challenges and best practices to take advantage of this dynamic technology to drive business results today?
• Have you considered the creation of a ‘virtualized workforce’ that emulates the rapid automation and execution of repetitive steps in a process interaction with systems in the same way as a human user, meaning no complex system integration required?
11:00 am - 11:30 am Asset Optimisation: Making your operations more predictive
Energy companies now sit on vast proprietary data pools. By becoming good data refiners and being increasingly customer-focused, they will achieve remarkable improvements in processes across the value chain. All of this needs to be done using a rigorous management of change process and significant process or technology change should include considerations on safety and risk management, governance, organisation and communication to ensure a safe transition.
11:30 am - 12:00 pm The Digitally Enabled Worker: Supporting your workforce through digital transformation
• Fostering a culture that accelerates technology adoption
• Understanding the potential impact of digitization on your business – and your people
• How do you identify – and then develop - the digital skills and capabilities you need?
12:00 pm - 12:50 pm Networking Lunch
12:50 pm - 1:30 pm A large scale, complete turn-around transformation case study: How Veolia drives significant efficiency and growth from their courageous business process and architecture reengineering projectCristian Matei - Head of Business Transformation Veolia Group
Veolia Group, headquartered in France, is a $30B company with 164,000 employees worldwide. It has four main service and utility areas traditionally managed by public authorities – water management, waste management, transport and energy services. The vast Business Management experience with Veolia Group of Madalin Mihailovici, Mihai Savin, Irina Munteanu and their Colleagues within the Apa Nova Bucharest Management Team was combined with Cristian Matei’s experience who - after 20 years working with ABB, Alstom Power or General Electric as Global Head of Operational Quality & Continuous Improvement or Global Head of Learning & Development - joined Veolia in 2016 as Head of Transformation. In this inspiring case study, they will take the audience through the company’s transformation journey, including
• ”The burning platform” and how to deal with crisis management - while transforming problems into opportunities
• Using a three-phased holistic approach to re-engineer business processes and organisational architecture to achieve higher business performance
• Putting necessary tools and methodologies in place to transition from opinion-based leadership to a data-driven organisation
• How to design continuous improvement management processes to continuously exceed all stakeholders’ expectations while creating the self-sharpening organisation
Cristian MateiHead of Business Transformation
1:30 pm - 2:10 pm Building the Operational Excellence competencies of the future: What skills? What roles?
Today’s organisations consist of increasingly complex IT and technological architectures upon which customers, employees and processes – both manual and digital - interact. That means that the role of operational excellence is arguably becoming both more important and increasingly complicated. In this session we’ll discuss the new skills and capabilities necessary for OPEX practitioners to help their organisations thrive in today’s high-risk and volatile market conditions.
• What does a 21st century operations practitioner look like?
• Understanding the power of human capital for operational excellence
• What skills / what roles are required in the future?
• Optimise your resources: effective productivity benchmarking
• Working with remote teams
• Internal competency development
• Creating networks of excellence to enable knowledge transfer