Main Conference Day One

7:00 am - 8:00 am Registration and Check In

8:00 am - 8:05 am Welcome from Conference Director

Leslie Allen, Managing Director, IQPC
Chuck Deise, Senior Vice President, Chemical Process Industries at Argo Consulting

Chuck Deise

Senior Vice President, Chemical Process Industries
Argo Consulting

8:05 am - 8:15 am Chair's Opening Address

8:15 am - 8:55 am Enabling and delivering Operational Excellence through Operational Discipline

Many companies have implemented formal management systems in an attempt to improve execution and achieve Operational Excellence. While a few companies 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. Grigor Bambekov is Marathon Petroleum's Director or OEMS and Risk Management. In this enlightening case study, Grigor will share the company's journey to operational excellence, including how they are:
  • Driving OEMS implementation through Operational Discipline: Why its not just about compliance
  • Building the most compelling case for deeper OEMS commitment by cascading discipline
  • Getting leadership to focus on and support your Management System and Operational Discipline System
Grigor Bambekov, Director, Performance & Business Excellence at Andeavor Logistics

Grigor Bambekov

Director, Performance & Business Excellence
Andeavor Logistics

8:55 am - 9:35 am Driving Operational Excellence to the Frontline: How to translate the business strategy into action and engage the frontline

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
Jérôme Fady, Vice President, Operational Excellence at Arkema

Jérôme Fady

Vice President, Operational Excellence
Arkema

9:35 am - 10:05 am Understanding the connection between 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 organization?
• Can you measure organizational culture?
• Where do you start when it comes to changing culture?
Gregg Kiihne, Director, Process Safety at BASF

Gregg Kiihne

Director, Process Safety
BASF

Hugo Ashkar, Global Risk Manager at BP

Hugo Ashkar

Global Risk Manager
BP

Alexander Breskvar, Corporate Vice President, Quality at Siemens Gamesa Renewable Energy

Alexander Breskvar

Corporate Vice President, Quality
Siemens Gamesa Renewable Energy

10:20 am - 10:45 am Morning Networking Break

Next Generation Health & Safety

10:30 am - 11:00 am Laying the foundation for Operational Excellence: Establishing principles and structures that being with safety - and then applying them to other areas of the business
• Understanding the link between safety, risk management, 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?
David Selsky, Vice President, North American Environment, Health and Safety at Direct Energy

David Selsky

Vice President, North American Environment, Health and Safety
Direct Energy

Hugo Ashkar, Global Risk Manager at BP

Hugo Ashkar

Global Risk Manager
BP

Diana Goff, Director, Operational Excellence at Enbridge

Diana Goff

Director, Operational Excellence
Enbridge

Next Generation Health & Safety

11:00 am - 11:30 am Digital Implementation of PSM: What is it and why should I care?
Process Safety by definition is data intensive and anything that can speed up or improve accuracy for PSM is a benefit to the facility and certainly to the PSM staff. PSM elements such as Process Safety Information, Management of Change and Mechanical Integrity are data heavy and can take a long time to look up necessary information. Why digitizing the information and using data warehouses the necessary data can be made available nearly instantaneously to multiple people simultaneously.
Daniel Lebsack, Global Process Safety Management Lead at Baker Hughes, a GE Company

Daniel Lebsack

Global Process Safety Management Lead
Baker Hughes, a GE Company

Next Generation Health & Safety

11:30 am - 12:00 pm Integrated Risk Management: what does achieving Excellence in Operational Risk look like?
Integrated operational risk management is proven to keep people safer, make businesses more productive and operations more sustainable, but many organizations are unclear on the steps to attain these results. The goal is to construct a process that gives true visibility and insight to your risks and risk profile so they can be actioned up with efficiency - but what does an integrated operational risk management process look like? How can organizations streamline risk assessment, barrier management, risk register, process safety, incident management, permit to work, compliance, change management and the like?
Learn how industry leaders ensure lessons learns from all operational risks become part of their best practice culture and what is required to be successful.
Philippe Guillard, Vice President, Chemical & Life Sciences at Sphera

Philippe Guillard

Vice President, Chemical & Life Sciences
Sphera

• 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 optimization: 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
Greg Bussing, Director, Maintenance & Reliability - Southwest Gathering at Andeavor Logistics

Greg Bussing

Director, Maintenance & Reliability - Southwest Gathering
Andeavor Logistics

David McKay, Head of Maintenance, Reliability & Integrity at Hess Corporation

David McKay

Head of Maintenance, Reliability & Integrity
Hess Corporation

Hani Noshi, Manager, Projects Center of Excellence at BHP Billiton

Hani Noshi

Manager, Projects Center of Excellence
BHP Billiton

Asset Optimization

11:15 am - 11:45 am Real time performance optimization: Leveraging Artificial Intelligence in Hazardous Industries
• Using Machine learning and AI for equipment
condition monitoring and predictive analytics
• How can a production engineer use this technology to
optimize his work day?
• How can AI really drive bottom line benefits for your
company?
• What about the risks?

Asset Optimization

11:45 am - 12:15 pm Leveraging (simulation) technology to drive human reliability has an immediate impact on safety and profitability
Accidents and unplanned events are among the biggest nightmares of any operations leader - exacerbated by the great crew change with knowledge leaving organizations. Industrial manufacturing leaders are looking to boost workforce competency and skills while remaining lean. This session will explore how organizations can leverage simulation technology, in particular Enhanced Reality technology, to increase 'human reliability' and dramatically reduce the rick of accidents and downtime. we will look at how these kinds of tools can have an immediate impact on safety and profitability.
Christian McDermott, US Country Manager at Voovio

Christian McDermott

US Country Manager
Voovio

12:15 pm - 1:10 pm Networking Luncheon

1:10 pm - 1:40 pm Driving Operational Excellence to the Frontline: Turning strategy into action

• Creating a sustainable Operational Excellence framework - even as conditions change
• Linking your Operational Excellence plan to business needs and changing objectives
• Identifying your performance gaps
• How to translate the business values and strategies and policies into action
• Changing the organizational culture to incorporate OE principles into the everyday
• Managing “daily improvement” and strategic scorecard / metrics and sustaining continuous improvement
• Weighing the pros and cons of centralized versus localized continuous improvement programs
Jeff Brock, Global Manager, Performance Improvement at LyondellBasell

Jeff Brock

Global Manager, Performance Improvement
LyondellBasell

Julie Thyne, North America Continuous Improvement Leader at Dow Chemical

Julie Thyne

North America Continuous Improvement Leader
Dow Chemical

1:40 pm - 2:10 pm New Paradigms in Mitigating Unplanned Events Caused by Human Error?

Failure to follow established standard operating procedures continues to be the single most repeated cause for process safety incidents.Academic research points to cognitive decision-making disconnect between executing the procedure manually and the level of automation applied to the process. Computer augmentation of written procedures, mobile-enables with real-time links to a process control system, is a missing capability which could error-proof manually executed tasks. We will explore advances in platform-neutral computer technology, including breakthroughs such as augmented reality, which could provide cost-effective alternatives to the traditional hardwired approach to deterministic automation solutions to reduce human fact errors.
Chris Kourliouros, Director, Product Marketing at NovaTech

Chris Kourliouros

Director, Product Marketing
NovaTech

2:10 pm - 2:40 pm Human Factors for humans: The Neuroscience Behind Getting Safety Critical Tasks Done Right

This session highlights the need for organizations to ensure strong understanding and application of human factors interventions that are embraced by the workforce and truly reduce exposure and risk. The discussion will feature case study examples of how human performance errors with Serious Injury and Fatality potential occur at work, and how neuroscience can inform optimal intervention design for reliably safe actions and outcomes. Objectives:
  • Understand how a Brain-Centric Approach improves performance reliability
  • Review the key elements of a successful human performance intervention
  • Consider how your organization can incorporate a human-centered reliability initiative
David Musgrave, Vice President, Consulting Leader at Dekra

David Musgrave

Vice President, Consulting Leader
Dekra

Rajni Walia, Principal Consulatnt at Dekra

Rajni Walia

Principal Consulatnt
Dekra

2:50 pm - 3:20 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 the experts 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.

3:20 pm - 3:55 pm Cultural Change Programs: Understanding how to make culture change happen to drive out risk and enhance operational excellence

• How can we define culture?
• Implementing changes in leadership thinking and behaviors 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
Alexander Breskvar, Corporate Vice President, Quality at Siemens Gamesa Renewable Energy

Alexander Breskvar

Corporate Vice President, Quality
Siemens Gamesa Renewable Energy

3:55 pm - 4:35 pm How Dow Chemical is using Short Interval Control to Drive Performance

  • What is the difference between a KPI and an SIC?
  • How do you choose the right SICs?
  • How can Short Interval Control be used to drive sustainable performance improvements?

Julie Thyne, North America Continuous Improvement Leader at Dow Chemical

Julie Thyne

North America Continuous Improvement Leader
Dow Chemical

4:35 pm - 5:05 pm Unleashing the Power of Great People and Organizations

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, crowdsourcing and collaborative leadership to deliver rapid, sustainable business improvements and innovations in any industry.
Jose Pires, Former Global Vice President & Director of Business Excellence at Andeavor

Jose Pires

Former Global Vice President & Director of Business Excellence
Andeavor

5:00 pm - 5:00 pm Day One closing remarks and conference adjourns

5:00 pm - 6:00 pm Networking Cocktail Reception for all Conference Attendees, Speakers and Sponsors

With 150+ attendees at the Operational Excellence in Energy, Chemicals & Resources Summit, take advantage of this opportunity to meet new
industry colleagues and reconnect with old ones. Plus all of our conference speakers and sponsors will be present - an exceptional time to follow up
on ideas you've heard throughout the day and continue the conversation!