NOVEMBER 5-7, 2018
Houston, TX

Main Conference Day One: November 6, 2018

7:00 am - 8:00 am Registration and check in

8:00 am - 8:05 am Welcome from conference director

8:05 am - 8:15 am Chair’s opening address

  • How much have our personal lives chances through digital transformation since the early 2000's as compared to mid an large size oil and gas companies?
  • What are the barriers that are slowing down the industry's transformation and how can we overcome these barriers?
  • What could a transformed Oil & Gas company look like - why does it matter?

Jim Claunch

Vice President, Operational Excellence
Equinor (formerly Statoil)

8:50 am - 9:30 am Building for Maintenance Excellence: How to assure return on investment at a time when you need it the most

Peter Adam - EVP, Add Energy Asset and Integrity Management Add Energy
Implementing the fundamentals of an efficient and effective Computerised Maintenance Management System is key to delivering Maintenance Excellence.
• Lessons learned: Insight into the execution of the world’s largest asset management project, covering over 2 million equipment tags across 7 regions
• How one of the world’s largest oil and gas companies is achieving $20m worth of efficiency savings through strategic implementation
• How to gain the most ROI on operational expenditure for maintenance
• Identification of marginal gains and their accumulated impact on achieving operational excellence


Peter Adam

EVP, Add Energy Asset and Integrity Management
Add Energy

9:30 am - 10:05 am Case study from one of the world's largest refineries: Stretching Continuous Improvement (CI) to act as a key enabler for business performance and outcome... even in time of crisis

Yr Gunnarsdottir - Continuous Improvement / Process Leadership Royal Dutch Shell
This session will touch upon how CI can drive Operational Excellence ways of working in times of 'calm and crisis.'
  • The foundation needed to put the business value 'stake in the ground' through a credible approach and business partnerships
  • Integrating the right elements to make CI fir for purpose with focus on leadership, business priorities,front line, purposeful development of people, engagement and communication AND showcase how CI ways of working enabled Europe's largest refinery to start-up in less than one month after a full shut-down due to a power failure
  • Diversions can be used by some as an excuse to 'just do it - no time to think about CI stuff' or as an opportunity to act fast to deliver safe, focused, controlled and aligned results
  • Learn how a pragmatic roll out and use of CI principles and approached can establish a fit for purpose way of working and a culture of collaboration to drive competitive advantage through relentless business focus.

Yr Gunnarsdottir

Continuous Improvement / Process Leadership
Royal Dutch Shell

10:05 am - 10:30 am Morning Networking Break

Track Chair: Lee Laviolette, Huron Consulting Group

10:30 am - 11:00 am Growth Strategy in the Digital Era

Digitalization is a game changing innovation that over the next decade will have a profound impact on every industry by reshaping and disrupting existing business processes and operating models.  
The impact of broader, more flexible and dynamic technologies will present significant opportunities to unlock value within business and across society in general.  Advancements in applications, mobility and cloud platforms have enabled force multipliers to exist that when combined with falling technology costs present a true opportunity for exponential progress.  

For Energy companies now entering into a growth orientated period, selection and enablement of the right technology choices will clearly differentiate themselves from their competitors and drive long term sustainable advantages going forward.  This next generation innovation will create major shifts across all business functions and allow companies to evolve their offerings to keep pace with an ever more demanding set of market expectations.   
Based on lessons learned from past cycles and leaders across other industries,  we will reveal the five things energy companies must get right if they are going to enable differentiated growth strategies through the successful adoption of new technologies. 

11:00 am - 11:30 am Strategy to execution: Making the most of a difficult situation to build a stronger organization

• What should you be focusing on for the next year to ensure that the fundamental performance of your business will be better in 2 years than it was 2 years ago?
• How can you focus the company’s limited resources in this environment to help deliver these improvements?
• What can we learn from previous downturns to help transform how you are working today?
• What does the landscape look like for the next generation of oil and gas workers

11:30 am - 12:00 pm Getting it Right This Time

The oil industry is well known for being highly cyclical. With each new growth cycle promises abound for maintaining the discipline forced by recent austerity.
Getting it right this time:
·What structural changes can be sustained when prices escalate?
·What are the methods and tactics for maintaining recent structural improvements?
·How do you maintain discipline related to attracting  human resources, buying leases and retaining contractors when competitors do not?
·Will return on capital employed really be the new metric to obtain capital? 
·If it is not the new metric behavior will revert

10:30 am - 11:00 am Leadership behaviour to create a culture that sustains Operational Excellence

This session will introduce you to leadership practices and a proven deployment methodology that integrates with and supports existing
operational improvement efforts to effectively address the human side of performance, while managing competing priorities, aligning leaders, and achieving consistent output.
• Identify leader practices that guide employees toward repeatable, optimized behaviours that drive Operational Excellence
• Identify organizational levers to enhance conditions for optimal performance
• Draft an action plan to implement changes in leadership thinking and behaviours to support organizational transformation during difficult business conditions
• Predict the behavioural impact of operational improvement efforts

11:00 am - 11:30 am “Culture eats strategy for breakfast”: Three key levers for evolving your company culture

Pablo Hernando - Vice President, Transformation, North America Repsol
• Creating a culture of Continuous Improvement
• Determining your organization’s current culture – and shaping it to fit your strategy
• Why culture is the best source of competitive advantage out there
• Defining your aspirational target culture
• Leadership alignment: changing leadership behaviours to drive operational excellence
• Using culture as a fundamental management tool
• Understanding that what worked in the past may no longer work in the future - and what worked for one company may not work for another

Pablo Hernando

Vice President, Transformation, North America

11:30 am - 12:00 pm Understanding the connection between culture and safety, environmental and financial performance

Hugo Ashkar - Global Risk Manager BP
Julie Thyne - North America Continuous Improvement Leader The Dow Chemical Company
• 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?

Hugo Ashkar

Global Risk Manager


Julie Thyne

North America Continuous Improvement Leader
The Dow Chemical Company


10:30 am - 11:00 am Asset optimization: Reducing risk and improving reliability for world class operations

Earl Crochet - Director of Engineering and Operational Optimization Kinder Morgan
• 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

Earl Crochet

Director of Engineering and Operational Optimization
Kinder Morgan

11:00 am - 11:30 am Reliability Transformation: Driving Standardization and Optimization of Phillips 66 Reliability Processes

Chad Broussard - Director of Reliability Phillips 66
• Implementing world-class maintenance and reliability programs that promote safe, cost effective business: what’s really required?
• Improving the partnership between operations and maintenance
• Increasing “ownership” by operators in preventing equipment failures and enhancing frontline collaborative root cause analysis
• Building a culture of reliability through governance
• Reliability process execution
• Performance management
• Skills development
• Operational excellence
• Change/ communications
• Leveraging the right processes, roles and responsibilities to enable effective decision making, and ensure the effort is on track to deliver value and achieve long-term sustainability

Chad Broussard

Director of Reliability
Phillips 66

11:30 am - 12:00 pm Leveraging Data to Achieve Improvement in Asset Performance Management Practices

Doug Robey CMRP, CRL - Vice President, Performance Improvement & Asset Management GP Strategies
Reducing costs and improving equipment reliability and availability are KPI's that O&G companies continually target. Today's digital age provides new opportunities for organizations to leverage current plant data and employ process improvement and make better business decisions through assessments, data analysis, and other methodologies. This cast study will highlight how a multinational O&G company utilized data to identify challenges in process, productivity, equipment availability, and maintenance activities and then implemented changes that drove improvements. The presentation will also highlight how the client:
  • Implemented new assessment approaches to identify gaps in current processes
  • Established maintenance execution strategies that focused on maximizing equipment availability
  • Developed a complete work management process including the proper use of CMMS
  • Used data to identify and eliminate non-valued activities over time and to deliver maintenance improvements
  • Improved collaboration between operations and maintenance teams
  • Ensured their workforce was properly trained.


Doug Robey CMRP, CRL

Vice President, Performance Improvement & Asset Management
GP Strategies

12:00 pm - 1:00 pm Networking Luncheon


1:00 pm - 1:30 pm Laying the foundation for Operational Excellence: Establishing principles and structures that begin with safety - and then applying them to other areas of the business

Brittany Benko - Vice President, Health, Safety & Environment Anadarko Petroleum
Sandeep Singh - Director, Health, Safety, Environment & Quality Management Linde North America
Mark Cluff - Vice President, Safety & Operational Excellence Williams
• Understanding the link between safety, 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?
- Leadership
- Culture
- Competencies
- Skills/ learning/ training

Brittany Benko

Vice President, Health, Safety & Environment
Anadarko Petroleum


Sandeep Singh

Director, Health, Safety, Environment & Quality Management
Linde North America


Mark Cluff

Vice President, Safety & Operational Excellence

1:30 pm - 2:00 pm Incident Management: Why are we still failing to learn?

• What are we doing differently since Texas City, Macondo and Space
Shuttle Columbia?
• Review of how inadequate ‘learning from incidents’ processes have been
identified as contributory factors in major accidents
• What is holding us back from learning from incidents?
• Understanding the human and organizational factor causes of an
incident through appropriate investigation approaches
• Using multiple opportunities for learning to optimize changes that lead to
a lower risk work environment
• Getting leaders to involve leaders in incident management – the critical
role of front line supervision
• Implementing effective learning - and changing practices for the long

2:00 pm - 2:30 pm Extending the Horizons: Using Integrated Risk Management to Achieve Operational Excellence

Paul Marushka - President & CEO Sphera
As every professional managing a portfolio of risks is well aware, the value of a robust Integrated Risk Management system cannot be underestimated. Risk Management solutions can help companies keep their workers safe, their products sustainable and their operations productive. But what happens when the C-suite or Board of Directors requires justi cation? Do you have the information you need to communicate the value of your risk management solutions and future investments? Sphera's Paul Marushka will offer expert advice on how you can answer these tough questions and get the buy-in you need to achieve Operational Excellence.


Paul Marushka

President & CEO


1:00 pm - 1:30 pm Accelerating your Digital Strategy – and the Action Plan to Make it Happen

• 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

1:30 pm - 2:00 pm Mastering the Digital Imperative: Applying better analytics to find untapped cost efficiencies

• Dealing with issues as – or even before – they arise, using actual figures to make fact-based decisions • Enabling real-time interaction with the information you need to manage your area of responsibility – whether it’s the entire company or a specific region, field, well, maintenance activity, or opex budget
• Combining enterprise data with real-time operational data
• Gaining a real-time perspective of how your operations and asset are doing at any given moment – along with the insight to trigger the right actions needed to maximize operational excellence

2:00 pm - 2:30 pm Optimizing data and information management to support early event detection and resolution

• Business process enabling capital projects and existing operations
• Improving engineering data management throughout the engineering information lifecycle
• Increasing operational excellence in asset management, production improvement, performance management, and yield
• Real-time data integration and monitoring of equipment
• Remote operations enablement
• Efficient enterprise resource planning implementation and management

1:00 pm - 1:30 pm Streamlining processes across your organization in order to avoid risk and ensure compliance

The Oil and Gas Industry lives in a rapidly evolving world of changing operational and regulatory compliance. Business Decision Management can ease the pressure – its involves the de nition, control, management and automation of repeatable business decisions through effective application of business rules, analytics and the optimization of technology. Processes respond to the outcome of the decisions, so modeling decisions creates the necessary clarity for a process to be compliant. Business Decision Management can provide a critical role in the Oil and Gas Industry’s response to change, including in the area of operational and risk management by helping to retain, manage and improve decisions. This session provides attendees with seven key steps in the decision and process discovery effort, and explores decision models for optimizing upstream and downstream processes, eliminating inef ciencies, meeting environmental and regulatory compliance standards, and other widely used scenarios. 

1:30 pm - 2:00 pm Reducing complexity and variability with clearly de ned standards and accountabilities

Hani Noshi - Manager, Projects Center of Excellence BHP Billiton
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 optimizationRemoving costly and inef cient variation by deploying standardized processes and systems across the organization

Hani Noshi

Manager, Projects Center of Excellence
BHP Billiton

2:00 pm - 2:30 pm Leveraging data in process-oriented systems to fast-track continuous improvement initiatives

•    Applied analytics methodology to enterprise-wide data set for incident management business process
•    Data set of process execution metrics vetted by subject matter and data experts
•    Statistical analysis iterations identi ed a set of indicators most predictive of incident rate outcomes
•    Indicators used as measurements for driving leadership focus to continuously improve OE performance

2:30 pm - 3:00 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.

3:00 pm - 3:30 pm How Dow Chemical is Using Short Interval Control to Drive Performance

Julie Thyne - North America Continuous Improvement Leader The Dow Chemical Company
  • 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
The Dow Chemical Company

3:30 pm - 4:00 pm Lean Transformation: Driving Lean in Reliability Operations

Dennis Creech - Vice President, Lean Implementation Hess Corporation
• Building Lean capabilities in OE and line leaders – getting the journey
· • Bakken examples of applying Lean principles to reduce deferred
production and eliminate waste
· • Moving past the tools and using the power of leader involvement
· • Lean is how we execute ‘Reliability Operations’ to improve business
results – the Why?
· • Applying Lean to your enterprise by integrating it into the business –
Lean is the Way We Work
· • Using Lean Tools to Improve Worker Productivity and free time for
Autonomous Maintenance, CLAIR activities
• Mining and refining data to constantly improve performance

Dennis Creech

Vice President, Lean Implementation
Hess Corporation

4:00 pm - 4:30 pm Using Visual Management, Standardization and Discipline to Sustain Operational Excellence

• Understanding the lean leadership paradigm (from those who have lived it)
• Mentoring, monitoring, and accountability actions centered around teaching people to think systematically to solve their own problems
• Applying lean to your enterprise vs. integrating it into the business system
• Exploring what changes in leadership behaviors are required to effectively embrace and support operational excellence
• Identifying the difference between Operator Standard Work and Leader Standard Work

3:00 pm - 3:30 pm Leading Millennials to Operational Excellence

Everyone seems to have an opinion about the Millennial Generation – positive, negative, or otherwise. Regardless of your opinion, it is difficult to deny that there is a blossoming generation in our industry who grew up in a different environment than the preceding generations. These differences invariably lead to a generation with different perspectives, priorities, and practices. As leaders driving operational excellence within our organizations, it is imperative to understand, embrace, and leverage these differences to maximize our performance. Matt DiGeronimo reflects on his experience working with millennials in the military and the energy industry and presents ideas and suggestions for leading this generation. This insightful and inspiring presentation will focus on:
• Establishing a mission, a vision, and a purpose for this generation
• Maximizing organizational transparency and accessibility
• Creating an organizational humility that not only listens to its youngest members but wants to listen
• Figuratively flatten the organizational chart by ensuring senior leaders remain engaged with this generation

3:30 pm - 4:00 pm Enabling and delivering Operational Excellence through Operational Discipline

Grigor Bambekov - Director, Operational Services, Operational Excellence Management System, and Risk Management Andeavor
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 Andeavor's Director of OEMS and Risk Management. In this enlightening cast 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, Operational Services, Operational Excellence Management System, and Risk Management

4:00 pm - 4:30 pm Building the business transformation capabilities 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 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?
• Optimizing your resources: effective productivity benchmarking
• Working with remote teams
• Internal competency development
• Creating networks of excellence to enable knowledge transfer
Track Chair: Tim Perman, RiskPoynt

3:00 pm - 3:30 pm Risk Based Decision Management: Improving the Outcome of Critical Technical Decisions

Stewart Behie - Manager, Safety and Process Risk Occidental Oil & Gas Corporation
When the possibility of significant impact resulting from decisions is possible, the process by which decisions are made becomes critical so as to minimize a poor decision leading to a disastrous outcome. The sports world offers some insight into decision taking in terms of reading
and reacting to increase the possibilities of positive outcome of decisions. Elite teams practice in game-like situations to master the ability to take good decisions with positive outcomes. These teams also learn how to apply risk-reward paradigms to make to make risk based decisions.
Many disasters have occurred as a result of questionable and even poor decisions taken at a critical time. Many factors come into play at the time that key decisions are made including time and cost pressures to complete tasks, imprecise or conflicting information, cultural biases, the individual’s inability or lack of self-efficacy when placed in critical situations, the experiences and ages of the decision makers, etc.Based on the analyses of several incidents with disastrous outcomes including Macondo, Texas City, Piper Alpha and others, Stewart Behie identified several key “buckets” which must be avoided to reduce the possibility of negative outcomes from decisions. In this highly insightful session Mr Behie will explore the trends that your operators can use to in making properly informed decisions.

Stewart Behie

Manager, Safety and Process Risk
Occidental Oil & Gas Corporation

3:30 pm - 4:00 pm Going beyond compliance: Meeting safety regulation challenges, ensuring worker safety, improving incident loss prevention and promoting operational excellence

Summer Condarco - Vice President, HSE, Service Quality & Continuous Improvement Halliburton
Carmen Cuartin - Vice President, Safety and Environment - Unconventionals Shell
• Why we do what we do: Making the connection between culture, safety and business performance
• What is the role of leadership in shaping safety culture?
• Compliance base culture vs. desire based culture
• Starting the transformation conversation

Summer Condarco

Vice President, HSE, Service Quality & Continuous Improvement


Carmen Cuartin

Vice President, Safety and Environment - Unconventionals

4:00 pm - 4:30 pm Developing a robust hazard identification and control process

Kal Johnson - Director, HSSE Cameron LNG
Most organizations have a variety of tools in place to identify hazards, yet the quality and effectiveness of these tools is often lacking. Inadequate hazard identification often leads to incidents because organizations have not invested the time and effort to develop a robust hazard identification and control process.
This session will focus on the synergies created by incorporating existing hazard identification tools (Job Safety Analysis, Behavior-Based Observations, Incident Investigations, Management of Change and situational awareness) into a continual risk assessment methodology that ultimately gets more people involved in the risk identification process and improves operational excellence.
Key Takeaways:
• Current tools/applications
• Adaptability in the workplace
• User interface
• Graphical data base for analytics

Kal Johnson

Director, HSSE
Cameron LNG

4:30 pm - 5:10 pm The Operational Excellence Imperative for Oil and Gas: Challenging the Status Quo

• Unlocking insight and challenging the status quo to drive business transformation

5:10 pm - 6:00 pm Controlling Risk In A Dangerous World: 10 Principles of Operating Excellence

Jim Wetherbee - Astronaut and Author Controlling Risk: 30 Techniques for Operating Excellence
How do operators prevent the next accident? How do they prevent unpredictable accidents? Can they simultaneously improve performance? On the front lines of danger, your employees are the last line of defense trying to prevent death and destruction. What happens if they don’t succeed? After accidents, organizations typically issue new rules. These will work—until the next accident. Again, new rules are issued and procedures are updated. Yet, the cycle of accidents continues. Organizations and operators must need something more than rules and procedures to prevent unpredictable accidents. The solution is found in the principles of operating excellence. Since the beginning of the space program, astronauts have been following these principles and developing techniques to help flight crews stay alive and accomplish dangerous missions in the unforgiving environment of space. In Controlling Risk, you will learn how to operate better, work together, and improve performance in your high-risk business to accomplish much more in your dangerous world!

Jim Wetherbee

Astronaut and Author
Controlling Risk: 30 Techniques for Operating Excellence

6:00 pm - 6:30 pm Networking Cocktail Reception for all Conference Attendees, Speakers and Sponsors