London, United Kingdom | 18 - 20 November, 2019

Wednesday, 20 November, 2019

8:00 am - 9:30 am Workshop E: Operations Excellence: Building and Organisation for the 21st Century

• Identifying the strategic value levers and performance improvement opportunities in your
• How to truly determine how reliable, safe and efficient your operations are – and then set targets
for change. What is the benchmark?
• Setting clear goals and targets for operations excellence
• Aligning leadership and the rest of the organization
• 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
• Weighing the pros and cons of centralized versus localized continuous improvement programs
• Developing the right continuous improvement framework
Cristian Matei, Head of Business Transformation at Veolia Group

Cristian Matei

Head of Business Transformation
Veolia Group

8:00 am - 9:30 am Workshop F: Realising the connection between safe operations and efficient operations

• What does it mean to achieve excellence in health and safety?
• Integrating safety performance improvement with Operations Excellence and management
• Constructing a health and safety program that is not only effective in limiting incidents, but that is
optimized operationally
• World class incident management is no accident
• Integrating process safety together with personal safety in decision making
• The new performance standard: Establishing principles andstructures that begin with safety - and
then applying them to other areas of the business
• What’s required to be successful? Designing a model that’s broad enough to be applicable to all of
your assets
• Creating a culture of 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

9:30 am - 9:45 am Networking Break for Workshop Attendees

9:45 am - 11:15 am Workshop G: Accelerating your Digital Strategy - and the Action Plan to Make it Happen

• Understanding the potential impact of digitization on your business – and your people
• Selecting, designing and installing operations systems to ensure operations availability and
• Fostering a culture that accelerates technology adoption
• 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
operations documentation, data and IT systems, resources and competencies; and governance
• How do you identify – and then develop - the digital skills and capabilities you need?

9:45 am - 11:15 am Workshop H: Critical Success Factors in Operations Management System Design: Why, How and What?

Many companies have implemented management systems to improve conformance and execution
in order to achieve a better state of performance in the pursuit of Operational Excellence.
Companies like Andeavor, Marathon Petroleum, Chevron, Exxon and Koch have had tremendous
success with their management systems. However, many other companies have found their
management systems bureaucratic, costly, complex, and ineffective. This session will highlight
the critical success factors in Operational Excellence Management System (OEMS) design and
• Why dynamic, constantly evolving, and combined Operational Excellence Management Systems
are needed more than ever
• How to define the “Size of the Prize” and deliver value through implementation of OEMS
• Use of Lean Principles, Plan-Do-Check-Adjust, and the Six Sigma Methodology to build new and
improve existing OEMS
• Why Operational Discipline (OD) system is needed to execute the Operational Excellence
Management System
• Bring OEMS to Life with Leadership to Life (L2L) – Sustain it with Operational Discipline (OD),
Human Factors, and Behavioral Science
• Executive Stewardship, Operational Leadership, and Tactical Ownership
Grigor Bambekov, Head of Sustainability and Stakeholder Engagement at Marathon Petroleum Corporation

Grigor Bambekov

Head of Sustainability and Stakeholder Engagement
Marathon Petroleum Corporation

11:45 am - 12:15 pm Networking Luncheon for workshop attendees

12:15 pm - 2:15 pm Masterclass: Human Performance & Risk Management: The next step in the evolution of risk and incident management in hazardous industries

A human performance mindset acknowledges that to understand incidents, you have to understand the point of view of the people involved,
and how people interact in a system. Human factors and performance are the next step in the evolution of risk and incident management in
hazardous industries. This exclusive masterclass led by BP’s Hugo Ashkar and Diane Chadwick-Jones will provide practical tools and tips to help
you integrate human factors and human performance mindset into your safety and risk management programs.
· Understanding the actions of humans in complex systems
· What is the link between safety incidents and risk management barrier weaknesses?
· Identifying types of barriers: passive, active and procedural barriers - and using risk
management tools and principles to prevent future incidents
· 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
· How can you merge your safety rules with industry practices for better alignment?
· What can you learn from your project risk management efforts?
· Learning from human error by making “learning” the focus of the investigation, rather
than assigning blame
· Looking at how we, as leaders, react to incidents – and how leader reactions
determine how well organizations learn and prevent future incidents
· Developing a framework around human performance, including the elements against
which you should measure performance
· What do the current learnings of incidents tell you? How can you merge safety rules
with industry practices for better alignment, and thus expand your learning base?
· What can you learn from your project risk management efforts?
Diane Chadwick-Jones, Director, Human Performance at BP

Diane Chadwick-Jones

Director, Human Performance

Hugo Ashkar, Global Risk Manager at BP

Hugo Ashkar

Global Risk Manager