• Digital transformation is emerging as a driver of sweeping change in the world around us. Connectivity has shown the potential to empower millions of people, while providing businesses with unparalleled opportunities for value creation and capture. While digitalization could be a source of positive change, there are many challenges that need to be overcome to realize its full potential for both business and society. Digital Transformation influencer William Ruh will discuss the digital transformation journey currently under way and will show how it can lead to significant increases in productivity and performance in the oil & gas industry.

• Leveraging global execution
• Leveraging technology and data
• Leveraging our workforce

• One size doesn’t fit all, the advantage of tailored strategies
• Best practices applied (AWP, ECI)
• Brownfield vs greenfield
• The advantage of self-performed EPC

• Hurricane Harvey’s effect on oil and gas infrastructure
• Circular business model
• Innovating to enhance circularity, improve life of assets

• Technology trends, technology investments, and business impact. There are a wealth of options - where should you focus?
• Digital transformation and data-driven decisions. Does new data equate to successful operational change?
• Leveraging technology to transform data into real business use cases - practical steps to extract and use what you need in the plant.
• A customer example: real-time mobile gas detection and monitoring with plant-wide heatmaps, business intelligence, and predictive analytics

• Motivations behind Dow’s $6 billion investment in the Gulf Coast
• Project focus: Freeport Projects - Lessons learned
• Milestones & successes eliciting on-time completion
• Looking forward: What is next?

• Best practices for reducing costly overruns and scope change in execution phase
• Obtain and retain the best contractor fit for your small-midsized projects
• Enhancing productivity in engineering, and construction to get more bang for your buck
• Tailored procurement strategies for tightening project budgets

• Starting a reliability cultural transformation
• Key elements for success
• Sustaining the gains
• Recognizing when to revitalize efforts

• Hear how to better learn from your mistakes and take advantage of the successes and failures of your previous STOs with successful event critique.
• Refine your schedules and look for lessons learned across your entire company portfolio of sites.

• Transformational change for major projects through technology, innovation, efficiency, and collaboration
• Current state of our industry and why change is necessary
• Views on the global energy outlook and evolution of the industry over the coming decades

• While overarching KPIs and targets can motivate at the senior level what are the best ways to drive engagement at the mechanical level?
• What is the best way to create and implement personalized KPIs and performance metrics?
• How do you reward robust performance and correct failings?

• Executive leaders discuss game-changing strategies to dramatically improve major project schedule and execution productivity
• Hear best practices for tackling poor construction labor productivity head on
• Explore best practices for capital efficiency enhancement
• Tangible solutions & proven tactics to enhancing productivity on major projects

• Fit- for-purpose approaches for small and medium-sized capital projects. Where to start and who to pull in
• AWP for small-medium sized projects
• How the mega-project model is being scaled down and adapted, to successfully guide smaller project planning and execution
• Learn the opportunities and limitations around scaling down existing processes
• Next steps and lessons learned: how has this worked so far?

• With increasingly squeezed budgets and stretched teams the need to balance long-term reliability and short-term cost/time savings has never been more vital.
• Learn how to effectively classify and rank maintenance goals and short term/long term objectives
• Discover how to and demonstrate the long-term ROI on increased early spending

• With the trend for integrating capital project work into Turnarounds set to continue, what are the key elements to successful project outcomes.
• Hear key stakeholders discussing the fundamental requirements for successful integration

• As a generation of workers retire, companies are struggling to capture and transfer their knowledge and experience. Additionally, many have had challenges integrating the new generation of workers, both from a cultural and risk awareness standpoint. 
• What can companies do to retain critically important institutional knowledge among older workers about to retire and pass it along to current and new employees to reduce the organization’s risk exposure and improve performance? What processes and systems need to be modified to capture the attention of this new group of employees?
• During this presentation, DSS will discuss the greatest challenges our clients are faced with and the opportunities related to demographic change and share 4 critical components to managing this change.

• AWP is being used to drive breakthrough productivity improvement
• Owners and EPCs starting to implement the AWP on a programmatic basis
• What are the keys to AWP program success in terms of automation, training, processes and contracts
• Learn about tangible AWP success stories and metrics; innovations; and lessons learned

• Examine the pros and cons of revamp over new build projects; and whether it’s the right move for your plant.
• Hear case study examples of significant downstream plant capacity growth via revamp projects.
• Explore what is required from your teams in terms of strategy, scope, execution, and construction hours for a series of revamp projects versus a new build for additional production capacity.

• With all organizations looking to reduce and eventually eliminate unplanned downtime, how do plants begin to reach this new reality?
• Discover how to take a holistic approach linking technological advances, a cultural shift and revised training.
• Hear examples of how you can capture improved performance, lower overall maintenance cost and not sacrifice production.

• How to increase real-time visibility and drive better and faster decision-making for on time and on budget turnarounds
• Innovative means to reduce spend on contractors and improve resource utilization
• Respond immediately to evolving scope resulting in reduced cycle times
• How to optimize shift-handover and work-transfer between crafts
• Methods to improve turnaround planning with granular data capture and analysis
• Explore new approaches to dramatically reduce turnaround costs and schedule

• Increase the QUANTITY of workforce potentials in the pipeline
• Increase the QUALITY of workforce potentials in the pipeline
• Create SYNERGY within the workforce pipeline system

Supporting customers with a local presence while maintaining “reach back” capability for technical expertise

• Local facilities and teams to support in-plant small projects
• Utilizing “mixed teams” for mid-size and de-bottlenecking
• Transforming studies into projects
• Leave behind plant services post greenfield projects

• An intuitive, simple-to-use, completely customizable system-a locker that provides users on-demand access to fully-serviced equipment
• Learn how the Rental Robot helps save time and money on daily operations, man-hours, work orders and more
• Discover how the Rental Robot’s operational readiness reduces the workforce needed to complete shutdowns and turnarounds

• Simulate real-world tasks to decrease time to competency
• Incorporate VR/AR technologies with proven learning methods to improve engagement and comprehension
• Focus on practical application with links to foundation knowledge
• Provide anywhere/just-in time access to training, documentation and procedures using mobile devices
• Support individual, small group, and remote training

• These programs help our customers transform project execution and enable sustained peer-leading performance by:

  • Eliminating costs, reducing complexity and accommodate change for projects
  • Optimizing production, improving reliability, minimizing emission and ensuring safety for existing operations

• Good Capital Project (CAPEX) management does not automatically translate into Operational Readiness or OperationalExcellence (OPEX) management.
• Operational Readiness adds value in the Development phases of the capital project lifecycle and must maintain an Owner/Operator emphasis during Execution.
• Operational Readiness incorporates Commissioning and Startup during the transition to initial operation and builds the foundation for Operational Excellence during normal operations
• Enterprise Readiness further prepares the business to fully utilize the assets to their full potential to create enterprise value, as was the basis for investment

• Most organizations have not separated work management and strategy management - yet they are entirely different processes with completely different objectives.
• Separating strategy management from both work management and performance management allows for management of generic content, rapid deployment, and intelligent strategies that continually learn from your best decisions no matter where they are made.
• Through the process of Asset Strategy Management, significant cost savings can be realized by deploying your best strategies to your entire asset base all the time, while still providing the flexibility for local variations for different operating contexts and governance.

• This presentation looks at how sites go from “better” to “best-in-class.” For those struggling in the bottom and third quartile of turnaround performance, a focus on becoming more predictable is key. But what about those sites that have predictability under control? How do they make the leap from second quartile to top quartile? To answer that question, AP-Networks undertook a deep dive into the practices of best-in-class turnaround performers. The study pinpointed 21 Turnaround Value Practices (TVPs). These TVPs are out-of-the-ordinary practices that drive big gains.

Training in field operations is challenging because:

• Experts and “tribal” knowledge are leaving (baby boomers retiring). Millennials’ needs are different to those of Baby-boomers
• Pressure to make onboarding & training cycles more effective and efficient (shifts vs events)
• Training evaluation and Certification processes are based on subjective assessments

The industry needs new tools to solve these challenges. We will show why simulation is the solution and how Enhanced Reality procedure simulators instill operational discipline and reduce the risk of process safety incidents.

• Analyze the definition of “Lessons Learned” in major capital projects
• Examine owners, contractors & suppliers view of Lessons Learned and what it means to their organizations
• Take a look at some of the main factors that have contributed to success in past major capital projects
• Take a look at some negative factors that have occurred in past major capital projects
• Overcome challenges relating to Lessons Learned and achieve an effective communication that capitalize knowledge

• Owner small project challenges
• Potential contractor challenges
• Skills sets required for small project portfolios
• Soft skill requirements

• How does the goal of shifting from a model of reactive to predictive maintenance impact on the make-up of your maintenance team?
• Hear how to determine the best split of responsibilities for the day-to-day and strategic engineers.
• Once you’ve made the changes how do you ensure continued engagement across both teams.

• The Details Behind Detailed Scope Definition
• Planning vs. Value Planning
• Keys to Achieving Execution Excellence

• With an $11 billion petrochemical complex under construction, more than 700 full-time positions to fill and a fifth of the population unemployed or undereducated, Sasol recognized early on a need to partner with its community to reach its workforce objectives. Through a network of local and state government, non-profit and business and industry partners, the company collaborated with its external stakeholders to boost the area’s workforce development pipeline for the longterm. This session will highlight success factors and learnings of the company’s workforce development journey.

• Step in to the shoes of Mike Foreman, a recently retired United States astronaut who flew on two Space Shuttle missions (STS-123, STS-129), and conducted five spacewalks. In this opening talk, Mike will draw upon his leadership expertise and experiences as an astronaut with NASA and previous military service roles, and explore what it really takes to achieve interstellar leadership within high pressure roles.

• Learn how attracting, developing and retaining the best talent from all backgrounds can help the downstream industry meet the challenges facing it today
• Hear how increasing diversity and inclusion is not just important but also profitable and a boost to productivity
• Discover how leading downstream companies are leading the way with diversity and inclusion and how you can do the same

According to Ernst & Young, “there has been a significant decline in performance relative to other industries both in ways of working and standardization of components” – This presentation will help you to understand:

• Where the downstream industry stands in terms of construction labor productivity across the U.S.
• The key factors impacting construction & field productivity and why
• Possible initiatives for bolstering productivity and why they are being adopted, and direct benefits to be seen
• Advanced Constructability to expedite construction efficiency: AWP as the possible answer?

• When looking to drive reliability improvement it can be easy to overlook the cultural side which is often where the most value lies.
• In order to aid success, it is important to select solutions that align with the long-term business vision and are within capabilities. Successful Implementation with appropriate incentive and authority in a manner that will deliver the most value while protecting against “change fatigue” is the challenge.
• Hear how to work within a holistic framework that will help you assess the appropriateness and likelihood of success of solutions before implementation begins, a form of Front End Loading.

• Hear Owner/Operator change management best practices you can adopt to enhance your project execution & contractor management
• Discover EPC perspectives on gaps in project execution optimization and possible solutions
• Explore how different industry stakeholders are evaluating execution gains brought about by data analytics and mobile technology
• Learn how you and your team can improve collaborative project execution via interface management

• Learn about Afton Chemical’s APM Mechanical Integrity journey
• Gain insight into the selection and implementation process
• See what benefits they achieved post go-live Improved inspection scheduling process Increased visibility to KPI’s Enhanced recommendation tracking Mobile inspection (tablet)

Turnaround (TAR) and maintenance leaders are faced with pressure to automate processes, deliver efficiency, and streamline operations in a difficult to manage and unpredictable climate. To gain and sustain a competitive advantage, adopting new digital capabilities to empower project management and ensure operational excellence is critical.

• Join us for an informative discussion exploring how digital transformation, mobile enterprise capabilities, and operational agility can transform maintenance and TAR executions, including:
• What are the technology building blocks and business models needed to support scaling digital and mobile capabilities?
• What strategy is recommended to automate turnaround tasks, increase collaboration, and make data available throughout the enterprise?
• How can you leverage Artificial Intelligence (AI) and Robotic Process Automation (RPA) to empower automation initiatives?
• What are the success factors you need to achieve to stay ahead of the competition?

Digital innovation is seen by many outside the industry as the key to future construction/operational cost reductions and increased productivity – but why are we so slow to adopt? Our panelists weigh up the barriers to digital adoption against the opportunities for increased capital project success, across these areas:

• A culture built on risk mitigation: Assess the impact this is having on digital adoption and cybersecurity at your organization
• Integrating digital tools in a complex environment – learn from those taking the first steps in on-site execution, back-office integration and digital collaboration
• Urban Renewal: Considerations for Obsolete Digital Technology and Controls as we Become Digital
• Big Data: You’ve Got to Know What You’re Looking at To Benefit
• Pitfalls and traps to avoid when implementing digital innovations
• What’s next: assessing the digital influence of millennial workers over the next 5-20 years

• In a fast-changing world, how do you build a culture where extraordinary innovation becomes ordinary? A culture that lasts and consistently delivers exponential leaders, growth and value creation.
• The key ingredients to innovation acceleration are not what you see portrayed most often in the media. Great, enduring organizations know what it really takes to create and, most importantly, scale innovation.
• We will explore how to blend disciplined innovation methods with elements of venture capitalism, crowdsourcing and collaborative leadership to deliver rapid and sustainable business improvements and innovations in any industry.

• The cultural shift of managing employee’s to managing employee experience.
• What does an owner culture have to do with contractor culture to ensure growth success; and vice versa?
• Key leader 'behaviors' and action that can help drive any culture.

• Wood Intelligent Operations business unit will provide a unique perspective on the transformation of the entire Asset: “People” and “Physical Assets”.

  • Discuss benefits of capturing comprehensive analytics and performance metrics to validate operator training on simulators, Virtual Reality and procedure testing systems, to ensure trained and certified operators.
  • Enhance analytics and engineering simulations with machine/cognitive learning to drive Asset Performance Management (APM)

• Whilst few disagree that digitalization and innovative technologies are key to reducing costs long-term, deciding where to invest remains a critical question.
• Listen to discussions regarding potential methodologies to help define a digital roadmap and begin the process of modernizing your processes and activities.
• Hear ideas and examples of how to select, test and evaluate the effectiveness of new innovations at your plant.

• Asset data and information generated during a turnaround or TAR, such as inspection reports, requires weeks to analyze, extending the inspection process far beyond the TAR timeline.
• This delay in analysis could potentially miss the opportunity to mitigate a risk during the TAR window. 
• See how GE Digital has put machine learning concepts into action allowing inspection groups to optimize inspection analysis and recommendations to remedy critical findings during a TAR window 

This demonstration will showcase how a digital transformation platform that automates turnaround tasks and provides a central platform for project intelligence enables organizations to:

• Increase collaboration and compliance with full audit history
• Meet forecasts with real-time performance, project status, and task completion data
• Optimize resource allocation, inspections, and scheduling
• Enable work anytime, at any location with mobile accessibility

• What is Virtual Reality?
• New Technology meets Brownfield projects
• Point Cloud Integration
• The future is now - Proven case studies, laser scan integration, operations training

• Assessing the Focus Shift on to Procurement for Improving Productivity and Cutting Cost on Mega Projects
• Looking at Procurement's role in support of Workface Planning
• Overcome challenges relating to cost controls and achieve effective cost management for all sized capital projects - driving better end results
• Integrate successful cost management initiatives at design phase – benefit from multi stakeholder input on your bottom line
• Owner-Operator views on Digitalization in Megaproject procurement

• What impact, if any, has the recent spate of natural disasters had on the talent pool?
• How does the industry mitigate against knowledge and skill loss through retirement?
• What are the current most salient strategies for encouraging a new generation of workers, what more needs to be done?

• To remain sustainable and profitable, downstream and chemical industries are focussing on long term strategies.
• Lean execution of turnarounds, maintenance and major projects
• Bridge the gap between siloed systems to reduce risk and improve productivity
• 3DEXPERIENCE®
  • Achieve digital continuity across plant lifecycles and the enterprise
  • Optimize management and capitalization of physical and digital assets
  • Increase cross-business collaboration, enhance real-time governance, and mitigate risks, unlocking potential reduce CAPEX and OPEX

• Automated, accurate 3D planning for fastening in plants
• Advanced modular adoption with rule based engineering
• Cloud based vendor data lake integration boosting collaboration and productivity

No sessions in this track - please head next door for Turnaround & Maintenance closing session...

Traditional one-dimensional budget and variance control practices can neither prove nor assure plant management that maintenance spending is truly aligned to the plant’s best short-, middle- and long-term business performance. In contrast, two-dimensional maintenance budgeting and variance control clearly can. During the session you will discover:

• What the difference is between one- and two-dimensional methods with respect to what we can know, prove and make happen.
• What the two-dimensional budget and monthly variance report actually look like and the actionable insight they will give your plant.
• Why your plant’s maintenance data is already acceptable for kicking off the two-dimensional budgeting and variance control process; even if your maintenance operation is still far from excellence.

• Integrated - Capital project delivery in whole.
• Collaborative - Innovate with the “END” client
• Affordable - What is the Return on Investment?