Monday, 18 November, 2019
8:00 am - 9:30 am Workshop A: Human-Centred Operational Excellence: Creating a High Reliability Culture
- Getting better at getting better: What does a culture of operational discipline really mean?
- What is the role of culture in achieving operational excellence?
- What are the core values, behaviours, etc. necessary to achieve operational excellence?
- How can leaders create this culture within their organisation?
- How decisions of "who does what where" affect your ability to achieve operational excellence?
- A different way of looking at the business architectures that underpin how you organise the business, manage process, conduct operations, and even support IT
- How do you asses culture?
8:00 am - 9:30 am Workshop B: Asset Management Strategies: Best practices for sustained asset reliability improvement
• Applying operational excellence tools to enhance asset reliability and performance
• Addressing reliability and integrity challenges
• Why should we change?
• Asset optimization: Framework approach to establishing an asset management and reliability
• 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
• Managing the human side of reliability: getting employees at all levels to consistently perform
monitoring, root-cause analysis, follow-through and more
9:30 am - 11:45 am Morning Networking Break for Workshop Attendees
9:45 am - 11:45 am Workshop C: Solving 5 Key Engineering Information Management Challenges in Process Manufacturing
Arjen Bos Product Owner Accruent
Arjen Bos Product Owner Accruent
Poor engineering information management can have significant consequences for process
manufacturers. With the vast amount of information being shared, it can be extremely challenging
to keep track of mission-critical engineering documentation throughout the entirety of the asset
lifecycle, potentially leading to costly fines and non-compliance with industry-specific guidelines
and regulations. This workshop will reveal best practices for maintaining asset information
throughout the asset lifecycle, a vision for the future of asset information management (AIM),
and methods to break down information silos to facilitate the documentation handover process
between disparate departments and external contractors. During the workshop, we will provide
various case studies and examples of how some of the largest organizations in the process
manufacturing industry have overcome their engineering information management challenges. In
this workshop, you will:
• Discuss challenges that are unique to the Process Manufacturing Industry
• Learn about various changes trends that are drastically affecting the Process Manufacturing
• Understand the hidden cost of incomplete documents at handover
• Learn how to maintain your digital asset information
• Learn how to keep track of your asset documentation throughout the Asset Lifecycle
Arjen BosProduct Owner
9:45 am - 11:45 am Workshop D: People, Process, Technology: Enabling the High Performing Organisation
Companies all over the chemical process industry and oil and gas markets are striving to achieve
excellence in operations, maintenance, reliability and HSE. Whether you call it continuous
improvement, operational excellence, process excellence or being world class it all boils down to
people, process and technology. This workshop will focus on how to improve all three of these
elements so that Operational Excellence is enhanced. Workshop topics will include:
• People (Managers) Improvement – what managers can do to enable performance
• People (Doers) – How to choose the right people and keep them in a High Performance
• Process Improvement – What processes are commonly used including ISO (45000, 14000 9000),
BSEE SEMS, OSHA PSM, EPA RMP, OIMS…
• How to continuously improve all of these processes simultaneously at once using the Plan, Do
Check, Act process for continuous improvement
• Leveraging Technology Like a Boss – Best Practices in Technology that yield results including:
• Dashboards, KPI reporting, metrics for Insight and Decision Support
• Automatic Risk Registers that give managers the information they need real-time
• How to leverage what you know across your enterprise using the HUAA (Heard, Understood,
Acknowledged, Actioned) process that works!
• Enabling Technology and the Dos and Don’ts
Mike BearrowGlobal Process Safety Leader
11:00 am - 11:50 am Registration and Check in for those not attending Pre-Conference Workshops
11:50 am - 11:55 am Welcome from Conference Director
11:55 am - 12:00 pm Chair's Opening Address
12:00 pm - 12:30 pm Why do some organisations have so few unplanned events? Understanding what defines High Reliability Organisations
• What is a “High Reliability Organisation”?
• What’s the link between safety, reliability and Operational Excellence?
• With so much volatility and risk in hazardous industries today – what are the core pillars of world class operational excellence that you should be focused on?
• How can you get leaders to understand the link between risk reduction and financial performance
• Why connecting strategy to operations is the first step
12:30 pm - 1:00 pm Driving OE to the Frontline: Increasing field safety at Total
Total’s Francois Germain will discuss how the company successfully implemented operational excellence tools to
increase safety and reliability in their chemical plants around the world.
• Engagement of management
• Use of Lean routines to embed safety culture rituals
• How to achieve and sustain safety excellence
• Practical tools
• Lessons learned
Francois GermainGlobal Safety Head, Polymer Division
1:00 pm - 1:50 pm Networking Luncheon
Human Centred Operational Excellence1:50 pm - 2:20 pm 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
• 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?
Suranjan GhoshDirector, Operations Excellence
Jill LeesDirector, HSE & Sustainability
Human Centred Operational Excellence2:20 pm - 2:50 pm Increasing Safety and Reliability: Human & Organizational Performance at A.P. Moller - Maersk
- Purpose and reasoning behind setting up a Human and Organizational Performance team
- Changing how we assess behaviour and risk: going from "what does bad look like" to "what does good look like"
- Combining lean thinking, Self Determination Theory, and safety to teach leaders to listen, observe, and learn from the sharp end
- Engaging front line employees
- Encouraging active participation in meetins and briefs/debriefs
- Vsiualisation techniques to improve safety and behaviour
Henrik OlesenHuman & Organizational Performance Lead
A.P. Moller - Maersk
Human Centred Operational Excellence2:50 pm - 3:20 pm Cultural Change Programs: Where do you start?
• Where do you start when it comes to changing culture?
• Where should the responsibility for changing culture lie within an organization?
• What are the stages of culture change? Can a new culture really be learned?
• What are the fundamentals of culture change programs?
Dan PlattenDirector, Health, Safety, Wellbeing & Security
Asset Optimization1:50 pm - 2:20 pm Identifying - and eliminating - sources of value loss: Applying operational excellence tools to enhance reliability and reduce asset risk
• Defining the key elements for asset integrity and reliability excellence, and the culture that goes with it
• Addressing the critical components to ensure long term sustainability
• Monitoring asset condition by collecting and analyzing real time data
• Eliminating unnecessary costs and reducing potential incidents through improved data analytics
• How can companies make the most out of this available data and use the power of big data to reduce production losses?
Asset Optimization2:20 pm - 2:50 pm Achieving Operational Excellence Through Digitalization and Condition Based Maintenance
Continuous value from Condition Based Maintenance depends on more than the introduction
of software and analytical tools. A lack of competent support and field service may significantly
reverse the gains created by digital technology. The presented CBM model combines digital and
human contribution managed by a central CBM Program team.
• Levaraging the capabilities of advanced analytical platforms
• Evaluating results with real time abalytics, historical maintenance records, inspection records
and operational plans
• Effectively using data to make short term and long term maintenance decisions
Julian ZecChief Engineer and Global Manager, Maintenance
National Oilwell Varco
Asset Optimization2:50 pm - 3:20 pm Using Overall Equipment Effectiveness Principles to understand Asset Health and Shape Operation and Maintenance Strategies
- OEE and what this means to Severn Trent
- Applying OEE principles to understand asset health
- How OEE has shaped Severn Trent's approach to O&M activities
Hayley O'MalleyHead of Asset Health & Performance
3:20 pm - 3:50 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.
Digital Transformation3:50 pm - 4:20 pm Safety in the age of technology: LafargeHolcims digitally empowered workforce
• Identifying what tasks can be transformed digitally and educating workers about monitoring mechanisms
• Driving worker safety and productivity using IoT in remote and hostile environments
• Connecting industrial workers with machinery for enhanced real time monitoring
• Implementing the concepts of wearables, drones, VR, and real-time data analysis, RFID, asset tracking, and paging in field and plant operations to improve both safety and efficiency
Susanne KlugManager, Health & Safety, Cement Industrial Performance
Digital Transformation4:20 pm - 4:50 pm Digital as a Driver of Efficiency, Business Improvement & Problem Solving
The challenging economic landscape has forced businesses to scrutinise their operations
in pursuit of greater productivity and asset efficiency. Meanwhile, the market is growing
increasingly diverse as renewables mature and new entrants emerge. Digital is becoming
increasingly pervasive as companies turn to technology to modernise processes and deliver
competitive advantage. From remote monitoring and automation, to data analytics, asset
visualisation and HPC, digital technology is changing the game. This transformation has seen
IT become a core business asset, drawn from a background support role and repositioned as
a centre of value creation, innovation and insight.
Andrew LeaskManager, Business Transformation
Jaguar Land Rover
Digital Transformation3:50 pm - 4:20 pm Digital Transformation: Leveraging New Technology to Drive out Risk
Leveraging reliability technology, understanding root cause of losses to shape equipment
• 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
Digital Transformation4:20 pm - 4:50 pm Innovation & Early Success: RPA & AI at Engie
The Engie Group operates in countries worldwide, with more than 150 000 employees. In 2015,
the company began it’s Robotic Process Automation (RPA) Programme, which aims to increase
efficiency and accuracy in the company’s operations. This case study will look at how Engie’s
have implemented RPA and also how data science and AI are now driving efficiencies and
improvements in customer experience.
• The top 5 critical success factors, how to effectively implement new technologies in your
• How ENGIE are using it’s data to drive value for its’ customers
• How ENGIE is developing it’s own AI business tools to transform service delivery
• Combining AI and RPA to optimize business processes and performance
Martin RuaneProgramme Director, RPA & Data Science
4:50 pm - 5:30 pm Acceleration of People potential in an Era of Change: FutureSmart Learning at Anglo American
As we look toward the operational environments of tomorrow, we see a future very much influenced by modernization
However, while technology is an important driver in our future operational landscape and capital investment in these
endeavors continues to increase, are we keeping up to speed with our innovation around people development? How
are we proactively positioning our workforce and communities for the future of work? In this session, we’ll discuss
FutureSmart Learning at Anglo
American and the manner in which it’s strategically positioned to achieve our burning ambition of reimagining mining
to improve people’s lives, including:
• Leveraging of artificial intelligence to target skills of the future and proactively build skills ahead of the pace of
• Creation of differentiated, adaptable, and connected learning experiences, designed to reach the workforce in real
time in the flow of work
• Real time learning analytics, tied to measurable business outcomes, that monitor the effectiveness of workforce
development and inform future people innovation and change
Jennifer RogersHead of Learning
4:30 pm - 5:00 pm Digitalization: Achieving Unprecedented Levels of Operational Excellence
• Understanding the potential impact of digitization on your business – and your people
• Selecting, designing and installing operations systems to ensure operations availability and integrity
• Fostering a culture that accelerates technology adoption
• 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 operations documentation, data and IT
systems, resources and competencies; and governance
Tony McCandlessChief Information Officer