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
8:15 am - 8:55 am Meeting New Challenges – and Opportunities - to Emerge Stronger Than Ever
Oil and gas companies face a challenging environment today. Operational excellence is as important as ever, but the current market dynamics demand more. They must operate more efficiently than ever while maintaining high safety and environmental protection standards New business models, service excellence, and top-tier data capabilities are needed to win.
This executive roundtable will bring together five business leaders to shine a light on what its going to take for the to ensure that even in a challenging market, revenue growth leads to higher returns.
8:55 am - 9:35 am Building for Maintenance Excellence: How to assure return on investment at a time when you need it the mostPeter 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 AdamEVP, Add Energy Asset and Integrity Management
9:35 am - 10:15 am Meeting production targets while improving environmental stewardship and safety: It can be doneBrittany Benko - Vice President, EH&S and Regulatory Chesapeake Energy
Like most oil and natural gas companies, Chesapeake has slashed its budget over the past three years as low commodity prices have thrown the industry into a downturn. But while cutting some operations, Chesapeake has increased its focus on environmental safety. In this insightful
presentation, Brittany Benko, the company’s Vice President of EHSR and former Chief of Staff, Science, Technology, Environment and Regulatory Affairs with BP, will share how the company is using good governance practices to ensure the business meets its production targets and simultaneously improves EHSR.
Brittany BenkoVice President, EH&S and Regulatory
10:15 am - 10:45 am Morning Networking Break
Track Chair: Lee Laviolette, Huron Consulting Group
10:45 am - 11:15 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.
11:15 am - 11:45 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
11:45 am - 12:15 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
LEADERSHIP & CULTURE
10:45 am - 11:15 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
11:15 am - 11:45 am “Culture eats strategy for breakfast”: Three key levers for evolving your company culturePablo Hernando - VP, 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 HernandoVP, Transformation, North America
11:45 am - 12:15 pm 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?
ASSET PERFORMANCE OPTIMIZATION
10:45 am - 11:15 am Asset optimization: Reducing risk and improving reliability for world class operations
• 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
11:15 am - 11:45 am Reliability Transformation: Driving Standardization and Optimization of Phillips 66 Reliability ProcessesChad 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 BroussardDirector of Reliability
11:45 am - 12:15 pm Upgrading, altering and improving assets to maximize production at a lower cost
• State of the art, responsive techniques for optimising assets
• How inspection, maintenance and monitoring are being adopted as part of a proactive strategy vs a reactive response
• How to develop comprehensive asset analytics to maximise return on assets
• What is the predictive risk solution that changes the safety – productivity dynamic?
• Asset management with a lower budget:
- How to control risk by rebundling activities
- How to re optimise inspection and maintenance
- What are contingency plans?
12:15 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 businessBrittany Benko - Vice President, EH&S and Regulatory Chesapeake Energy
• 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?
- Skills/ learning/ training
Brittany BenkoVice President, EH&S and Regulatory
1:30 pm - 2:00 pm The Ten Common Adverse Conditions in Organizations That Failed to Prevent the Next AccidentJim Wetherbee - Astronaut and Author Controlling Risk: 30 Techniques for Operating Excellence
Based on observations, discussions, and assessments from thirty-five years of working in various hazardous endeavors, including the recovery from the Texas City and Macondo incidents in the oil and gas industry, and the Challenger and Columbia space shuttle incidents, Jim Wetherbee will present a list of ten adverse conditions that commonly existed in many organizations before they experienced major disasters or minor accidents. In sociotechnical systems used to control risk, improve performance, and accomplish goals, five of these ten adverse conditions existed on the technical side, and five were on the social side. By turning hindsight into foresight, participants can learn how to use the presence
and severity of these adverse conditions as indicators to determine if their organization may be drifting toward a disaster. This highly interactive workshop style session is one you don’t want to miss!
Jim WetherbeeAstronaut and Author
Controlling Risk: 30 Techniques for Operating Excellence
2:00 pm - 2:30 pm Extending the Horizons: Using Integrated Risk Management to Achieve Operational ExcellencePaul 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 MarushkaPresident & 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 accountabilitiesHani 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 optimization• Removing costly and inef cient variation by deploying standardized processes and systems across the organization
Hani NoshiManager, Projects Center of Excellence
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 Transformation Acceleration 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 Lean Transformation: Enabling efficiency in times of high uncertainty
• Why being Lean is no longer just about running Six Sigma programs
• Creating a relentless focus on lean, user-focused processes
• Leveraging end-to-end design thinking techniques focused on end user needs
• Mining and refining data to constantly improve performance
3:30 pm - 4:00 pm Using Lean to drive OE
• Building LEAN capabilities in OE and line leaders – getting the journey started
• Moving past the tools and using the power of leader involvement
• Changing where work happens to improve business results – the why ?
• Understanding the behavior / priority shift required
• Building a plan to make LEAN leadership ‘the way we work’
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
PEOPLE & ORGANIZATION
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 Organizational Design: Developing the framework needed to improve organizational effectiveness
Creating freedom within a framework: Creating an organizational design and development plan to maximize return on human capital
How organizational effectiveness can increase personnel safety and operational performance
Developing and designing OE programs and frameworks that support the company’s current and future strategic business objectives
Partnering with business leaders to drive program effectiveness and sustainability
Acting as a change agent and using change management methodologies
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
OPERATIONAL RISK MANAGEMENT
Track Chair: Tim Perman, RiskPoynt
3:00 pm - 3:30 pm Risk Based Decision Management: Improving the Outcome of Critical Technical DecisionsStewart 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 BehieManager 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
• 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
4:00 pm - 4:30 pm Developing a robust hazard identification and control processKal 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.
• Current tools/applications
• Adaptability in the workplace
• User interface
• Graphical data base for analytics
Kal JohnsonDirector, HSSE
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 ExcellenceJim 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 WetherbeeAstronaut and Author
Controlling Risk: 30 Techniques for Operating Excellence