1. Knowledge Management… …in pursuit of excellence chris.collison@bp.com geoff.parcell@bp.com

2. What we’ll cover  An introduction to BP’s knowledge management framework, tools and processes  A practical experiment which we can all participate in  How BP is embedding knowledge management principles into its core processes

3. A word from our sponsor… “Most activities or tasks are not onetime events. Our philosophy is fairly simple: Every time we do something again, we should do it better than the last time.” Sir John Browne CEO, BP “Anyone in the organisation who is not directly accountable for making a profit should be involved in creating and distributing knowledge that the company can use to make a profit.”

4. Managing Knowledge? “The idea is not to create an encyclopaedia of everything that everybody knows, but to keep track of people who ‘know the recipe’, and nurture the technology and culture that will get them talking” Arian Ward, Hughes Space & Communications Capturing Connecting bp

5. Peer Assists: a way to get people talking – in the right way What I know What you know What’s possible? What we both know Actions

6. BP’s knowledge management framework Individuals & Teams Goals Results Using Knowledge Using Knowledge Learn during Learn after Learn before

7. Finding solutions to business issues… ! ? ? Who knows What is known Business Issue

8. Knowledge in people and networks Captured Knowledge Individuals & Teams Goals Results Using Knowledge Using Knowledge Learn during Learn after Learn before BP’s knowledge management framework

9. After Action Reviews: Learning during Four Simple Questions: What was supposed to happen? What actually happened? Why was there a difference? What can you learn from it? Col. Ed Guthrie, US Army 15 minute team debrief, conducted in a “rank- free” environment.

10. Retrospects: Learning after doing  What was the objective of the project?  What did we achieve?  What were the successes? Why? Why? Why?! How can we repeat the success?  What were the disappointments? Why? Why? Why?! How can we avoid them in future?  ‘Marks out of 10’ Facilitated, forward looking team meeting, soon after the project has ended

15. A few more What are the top ten things I need to know? Where can I get more detail? What can I re-use? Who can I talk to? What are the top ten things I need to know? Where can I get more detail? What can I re-use? Who can I talk to? Even more Still More More Lessons Lessons Learned Lessons Learned

16. Context and detail – where and when you need it… “ “ “ “ “ “

17. Knowledge in people and networks Captured Knowledge Individuals & Teams Goals Results Using Knowledge Using Knowledge Learn during Learn after Learn before Recap…

18. Time for some audience participation!

19. KM StrategyInnovationOrganisationLearningCapturing 1 2 3 4 5 Score Basic Performance High Performance KM Assessment exercise

20. KM Strategy……………………………….. Innovation………………………………….. Getting the organisation right…………. Learning before, during and after….….. Capturing Knowledge………………….  ! 

21. 3 rd KM & OL Conference Chris Collison BP 3 rd KM & OL Conference Chris Collison BP Something to share (KM Strategy)  Something to learn (Innovation) !

22. KM Strategy……………………………….. Innovation………………………………….. Getting the organisation right…………. Learning before, during and after….….. Capturing Knowledge………………….  ! 

24. Plans Identify gaps Find and prioritise practices to close gaps Develop action plans Implement actions Appoint accountability Share learning Delivery Apply targets Embed in Performance Contract Targets Measurement & Intervention Assessment tool Benchmark External challenge 6 Expectations of Operational Excellence 1. Use the Right People & Processes 2. Cause No Harm to People or Environment 3. Eliminate Unplanned Outages 4. Effectively Prioritise & Execute 5. Optimise Production 6. Minimise Costs Planned Work

25. How does it work?  Every business unit benchmarks itself against a set of key “practices” using a common assessment tool  Targets for improvement are agreed by business units, and offers and requests are recorded  Results are collated and analyzed and a “big picture” is created  Through a “dating agency”, business units are brought together to share their strengths  Good practices, tools, offers and requests are made widely available through an intranet “community centre”

26. Morale & Motivation Ensure Competency Share, transfer & embed know-how Communicate effectively Drive Performance improvement Management of Change Enhance Our Reputation With The Community Get HSE Right Manage Greenhouse Gas Emissions Measure And Manage Production Losses Ensure Reliability Manage Corrosion Plan, Schedule and Resource Prepare And Execute Planned Shutdown Optimise Resources Optimise Plant Performance Forecast Production Assure Product Quality Manage Process Consumables Budget Manage Spare Parts And Stores Manage Organisational Effectiveness Manage Contracted (3rd Party) Services Manage Energy Efficiency Manage Water Manage Working Capital Manage Opex Budget 4 5 4 3 2 1 No level 1 performers No level 5 performers Minimum Maximum Average

27. The “Stairs” Diagram Cooper River Bulwer Island Lavera Chemicals Feluy Texas City Kwinana Coryton Feluy bv Joliet Grangemouth Geel Netherlands Decatur Hull FPSTrinidad Oil High desire to improve High performance 5 4 3 2 1 01234 Gap between current and target Performance Manage Corrosion

29. Instant Chat... Hi Chris What shift pattern are you working? Hi Geoff! I’m on C-shift – 12 hours on/off over 4 days? Do you do something similar in Kwinana Refinery?

30. A shared newspaper...

31. A living toolbox...

33. What we covered…  An introduction to BP’s knowledge management framework, tools and processes  A practical experiment which you all participated in  How BP is embedding knowledge management principles into its core processes

34. Some key messages to leave you with…  Have a common framework and some simple tools  It’s all about getting the right people talking…  You can do knowledge management without calling it knowledge management!  It’s most powerful when you put it all together… To find out more…

35. The “River” diagram... Texas City Refinery 5 4 3 2 1 Ensure Competence Raise Morale Communicate Effectively Share and transfer know-how Getting HSE Right Manage Greenhouse Gas Manage Integrity Manage Spare Parts Manage Working Capital Manage Corrosion Forecast Production