London, United Kingdom | 18 - 20 November, 2019

Tuesday, 19 November, 2019

7:30 am - 8:00 am Check In

8:00 am - 8:05 am Chair's Opening Address

8:05 am - 8:45 am It's All About Operational Focus: A Case Study from EDF Energy

EDF employs over 152 000 people and provides energy to 35.1 million clients worldwide through its nuclear, combined
cycle gas, wind, solar, hydropower, coal and other assets. Regardless of the method, safe, reliable, and efficient
operations depends on high levels of Operational Focus:
• What is Operational Focus?
• Developing an effective work management system to maintain high levels of equipment reliability
• Systematic decision making
• Developing clear roles with operator and maintenance fundamentals
• Encouraging and developing the right behaviours
Brian Matthews, Head of Operational Improvement,
Brian Matthews, Head of Operational Improvement at EDF Energy

Brian Matthews

Head of Operational Improvement
EDF Energy

8:45 am - 9:30 am Reducing Contractor Safety Risk: Promoting transparency, clear communication and safe operations

• Reducing the Operational Excellence “disconnect” between suppliers and operators
• Monitoring contractor performance
- contractor health and safety audits
- spot checks and incident reports
- near miss and hazard reporting
• End-to End process discipline strategies to minimize risk
• Successfully modelling system wide risk management and scenario planning processes
• Defining which process belongs to each party
• Overcoming the challenges of executing OE in company-contractor relationships
• What to do when you find gaps with supplier continuous improvement efforts
• Rewarding contractors for strong commitment and performance
• Meeting supplier’s expectations for a mutually beneficial relationship
Francois Germain, Global Safety Head, Polymer Division at Total

Francois Germain

Global Safety Head, Polymer Division
Total

Fayez Al-Anazi, General Manager, Operations at Saudi Chevron Phillips

Fayez Al-Anazi

General Manager, Operations
Saudi Chevron Phillips

9:30 am - 10:10 am Interactive Round Tables on Next Generation Operational Excellence

These round table discussions are your opportunity to take part in facilitated group discussions with your peers. Choose the discussion group you would like to attend, each runs for 40 minutes.

10:10 am - 10:30 am Networking Break

EH&S Excellence

10:30 am - 11:00 am How UK Power Networks is Rethinking the Traditional Approach to Health & Safety
UK Power networks distributes electricity to over 18 million customers in the UK and employs
over 6500 staff and contractors. Some years ago, the company decided to take a more
modern approach to health and safety for both their employees and the public. Peter Vujanic,
Head of Safety, Health & Environment at UK Power Networks will describe how the company
used innovation to engage their employees in health & safety initiatives and reduced lost time
to injury at the company by 95%.
• Using behavioural safety techniques to encourage employees to coach themselves into
making safer choices
• Challenging traditional beliefs around safety and engendering a common sense of passion
and purpose
• Integrating new innovations in communications and engagement strategies to deliver a safer
workplace
Peter Vujanic, Head of Safety, Health & Environment at UK Power Networks

Peter Vujanic

Head of Safety, Health & Environment
UK Power Networks

EH&S Excellence

11:00 am - 11:30 am Applying Lessons from Major Hazardous Industries to Develop and Sustain Health and Safety Culture in the Water Sector
Applying Lessons from Major Hazardous Industries to Develop and Sustain
Health and Safety Culture in the Water Sector
CASE
STUDY
• Identifying the basics, and doing them well
• Building an organizational foundation for success
• Creating a Fair and Just culture, what does that really mean?
• Sustaining the desired culture
• The Six Capitals: financial, manufacturing, natural, social, human and intellectual
• UN Sustainability goals
Mark Nishapati, Director, Health & Safety at Yorkshire Water

Mark Nishapati

Director, Health & Safety
Yorkshire Water

EH&S Excellence

11:30 am - 12:00 pm The importance of Safety, Health & Wellbeing in Contractor Selection
Thames Water sees the management of health and wellbeing as an equal alongside safety. In
the coming period, many new supply chain partners will be brought into the organisation, and
their approach to health and wellbeing will be a key part of the selection processes that we
employ.
• Employing a maturity model for health, safety, and wellbeing
• Conducting effective assessments and promoting honest discussions
• Ensuring contractors are in the right frame of mind for safe work
Gareth Mullen, Head of Safety, Health, Wellbeing & Security Policy & Systems at Thames Water

Gareth Mullen

Head of Safety, Health, Wellbeing & Security Policy & Systems
Thames Water

Business Transformation

10:30 am - 11:00 am Bombardier Transportation's Lean Six Sigma Relaunch
To explore and share a re-launch of Lean six sigma strategy from a basis of previous failures, and
with a backdrop of challenging economic pressures. Starting with Senior management buy-in
and creating a credible deployment strategy that will satisfy all key stakeholders. Using Lean six
sigma framework as a core foundation supported by ‘active’ sponsorship to drive the change.
Consideration to how best to introduce digital transformation within the time frame of the
relaunch
James Horton, Global Head of Lean Manufacturing at Bombardier Transportation

James Horton

Global Head of Lean Manufacturing
Bombardier Transportation

Business Transformation

11:00 am - 11:30 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 Head of Sustainability & Stakeholder Relations at Marathon
Petroleum Corporation. 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

Business Transformation

11:30 am - 12:00 pm Using Design Thinking to Avoid the 'Digitalization Trap'
After spending over years at the forefront of the multiple global organizational challenges,
Cristian is now sharing his findings and potential solutions for building the 21st Century
Organization, capable to continuously exceed ALL Stakeholders expectations. The presentation
will be an open and honest dialogue about:
• Understanding the multiple global organizational challenges
• The Past, the Present and the Future
• Why isn’t it working?
• The digitization trap - the same as Continuous Improvement and Lean Six Sigma
• Address these multiple global organizational challenges
• From functional/departmental thinking to Business Process Thinking
• A practical market - proven approach who already delivered - how to design the 21st Century
Organization?
• How to maintain the gains by designing the Continuous Improvement Management Process by
unlocking the real potential of any Technology & Improvement-type methodology
• Classical mistakes and lessons learned
Cristian Matei, Head of Business Transformation at Veolia Group

Cristian Matei

Head of Business Transformation
Veolia Group

8:00 am - 8:30 am Networking Luncheon

Operational Risk Management

12:50 pm - 1:20 pm Risk Assessment: SHIRAM Methodology
• Holistic review of the structure defining risk assessment methodologies
• Integration of risk assessment methodologies in an effective way
• Definition of a new risk assessment methodology
• Implementation with Industry 4.0 tools
Alexis Pey, Manager, Global HSE & Process Safety at Stahl

Alexis Pey

Manager, Global HSE & Process Safety
Stahl

Operational Risk Management

1:20 pm - 1:50 pm Auditing our risk management strategy for improved performance
• Making the connection between risk management systems and the bottom line, beyond
major incidents, on a day to day basis
• Risk management in the safeguarding of overall asset integrity
• Efficient monitoring and self-assessment programs by front line and business unit risk and
control owners with leading performance metrics that drive desired outcomes

Operational Risk Management

1:50 pm - 2:20 pm Probabilistic Risk Assessment: The basis for recognizing Operational Risks
During this session we will discuss how a systematic and comprehensive methodology to
evaluate risks associated with complex engineering and technological systems can help
companies identify emerging risk to their critical operations.
Through the use of case studies and use-cases, we will explore how specific tools and
processes can help approach operational risks with:
• A quantitative evaluation of system safety
• Identification, selection, and screening of Initiation events
• Definition and modeling scenarios Initiating and Pivotal Events Modeling Data development
and risk quantification uncertainty analysis
• Risk importance ranking and cutset analysis for risk reduction and communication

Environmental Excellence

12:50 pm - 1:20 pm Applying the Six Capitals approach to shape decisions and gain fresh insight on risk and value
This case study will detail Yorkshire Water’s work to develop and embed the innovative Six
Capitals approach to sustainability– a model which helps organisations and people consider
all the resources on which we rely and impact. Yorkshire Water has applied the approach to
help inform their new corporate strategy by developing a rich picture of their impact on what
really matters to people and the environment. The company are now embedding this approach
through out their business to inform their decisions and investment choices to better manage
risk and create new value for the society they serve.
• Looking at all projects from the perspective of the Six Capitals: financial, manufacturing,
natural, social, human and intellectual capital.
• TIVA – Total Impact and Value Assessment
• Estimating the economic value of impacts that are not normally looked at in financial terms
Gordon Rogers, Head of Sustainability at Yorkshire Water

Gordon Rogers

Head of Sustainability
Yorkshire Water

Environmental Excellence

1:20 pm - 1:50 pm Unconventionals, Renewables, and Reduced Emissions: Where are we and were are we going?
With social and political pressures, it is clear that the world is in transition to “cleaner” energy
sources and environmental sustainability. This cross industry panel will discuss just that. Where
are we on this journey? What are the next steps? How can we change current operations and
energy sources to become more sustainable? How realistic is this transition and how can
companies maintain profits along the way?

Environmental Excellence

1:50 pm - 2:20 pm Achieving Environmental Sustainability through Digitization
Digital transformation affords the energy, chemicals and resources industries opportunities
and possibilities like never before. Companies have employed new technologies to better their
asset management, lower their risk and increase efficiency in their operations. This case study
will demonstrate how companies can utilize the latest technologies to boost sustainability in
everyday operations, and master the “fourth industrial revolution.”
• Sustainability as an evolving target
• Using and analyzing the data you are already collecting for sustainability purposes
• IoT and AI technology in the reporting and monitoring of production and manufacturing
emissions
• Optimizing the supply chain, production, transportation processes for sustainability

2:20 pm - 2:45 pm Afternoon Networking Break

2:45 pm - 3:30 pm Connecting Operational Excellence to the Bottom Line

There has never been a more critical time for 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 operational efficiency
programs are demonstrating their operational resilience – while marginal operators must significantly improve in order to
position themselves for long-term growth in an increasingly competitive marketplace. With so many companies hampered
by complexity and inefficiency, now is the time to optimize your operations to yield more productivity and fully harvest the
benefits of technology, scale and standardization.
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.
Moraya AlGhatani, Manager, Operational Excellence at Saudi Aramco

Moraya AlGhatani

Manager, Operational Excellence
Saudi Aramco

3:30 pm - 4:00 pm Human Performance and Risk Management: How BP's Human Performance Framework is Improving Site Safety

• What is the link between safety incidents and risk management barrier weaknesses?
• Understanding and improving how people interact with the plant, processes, and each other to create a safe state
environment
• Investigating Safety Incidents
- Asking ‘what’ and not ‘who’
- Appropriate leadership reactions
- Developing an approach to understand the actions of humans in complex systems
Hugo Ashkar, Global Risk Manager at BP

Hugo Ashkar

Global Risk Manager
BP

Diane Chadwick-Jones, Director, Human Performance at BP

Diane Chadwick-Jones

Director, Human Performance
BP

4:15 pm - 4:15 pm Chair's Summary and Close of Conference