Day 1, 25 February 2014

health and food safety


  • The supply chain requires clear, effective and efficient supporting systems to allow a smooth flow in its operation
  • Food safety has many facets that are often handled by different departments creating an organisational challenge
  • Appropriately centralising your food safety system allows your supply chain to proceed without interruption


Dr Bizhan Pourkomailian
Director - Food Safety & Supplier Workplace Accountability
McDonald's Europe

quality assurance and processes

  • Maintaining consumer and customer confidence in a challenging environment
  • Balancing internal and external quality systems
  • Food quality and food integrity: same approach, same solutions?

Suzan Horst
Director, Quality Assurance and Crisis Management
Royal FrieslandCampina

case study
sustainability strategies

What does a sustainable food industry look like?

  • Responding to both stakeholder and consumer pressures for sustainable food products
  • Using manufacturing excellence to deliver a sustainable future
  • Taking multiple steps to reach new retailer sustainability targets
  • Achieving sustainability throughout the entire value chain

Rafael Llamas
Environment Director

case study
health and food safety

  • Good is the Enemy of Great
  • How do we keep stretching our H&S Standards into the future?

Graham Paterson
Group Head of Manufacturing Excellence
Premier Foods

Jim Quinn
Group H&S Manager
Premier Foods

quality assurance and processes



  • Getting it right every time: quality as a key differentiator and an integral part of operations.
  • How to globalize, standardize and automate multiple quality processes throughout your business
  • Delivering tangible value across the business through effective quality management


Dr Stephan Heck
Senior Director Quality Management
DSM Nutritional Products

case study
lean, opex and continuous improvement

On 9th January 2011, DuPont announced that it had reached agreement to buy Danisco for US$6.3 billion.

The acquisition was in line with DuPont’s corporate strategic shift:  to strengthen their position in the 3 big sustainability areas of food, energy and protection.

In this presentation, Mieke Jacobs will look at the role the DuPont Production System (DPS) played in the merger of two great organisations and the learnings gained along the integration journey.

Specifically, Mieke will cover:

  • Accountability & Ownership:  Recognising and maintaining Danisco's core strengths during the merger process 
  • Using DPS to develop a broad integrated plan for change (including Operational Excellence, capacity release, functions integration, etc.)
  • Using DPS to facilitate the change curve: Denial - Resistance - Exploration – Embracing
  • SHE integration: move to a more risk based management system. Translating high hazardous processes to an environment with different hazards and risks (e.g. food safety)

Mieke Jacobs
Global Practice Leader

case study
health and food safety

Some examples and practical insights which can help you in defining your way forward

  • Do you need a sophisticated asset management system or is it just common sense?
  • Who plays a role in the process: The operator, the maintenance-engineer, the plant manager?
  • How can it support your business strategy?

Erik Grakist
Chief Engineering Manager

quality assurance and processes


With brands such as Jim Beam, Courvoisier, Laphroaig and Teacher’s, Beam Global has grown to become the fourth largest premium spirits company in the world and the largest US-based spirits company.
In 2010, the organisation embarked on One Beam Way – an initiative to create an integrative continuous improvement system across its entire manufacturing operations.
To date, Beam have engaged 55% of their workforce on the journey towards operational excellence within Europe and India. As an integrative system it ensures that all elements of the manufacturing mix are represented – including a strong focus on Safety and Quality.

In this session, Lorna Cameron and Iain O'Neill will focus on the factors that have made One Beam Way a success – including:

  • Taking strong Quality and Safety systems and giving them greater structure using an Integrative Improvement System
  • Before and after:  how One Beam Way has helped shape the organisation
  • Taking One Beam Way global
  • Creating the Learning Organisation:  the need to be part of a strong community.

Delegates attending this session will have an exclusive opportunity to take part in the global Integrative Improvement System Diagnostic (iiSd)  - a unique and anonymous study of Continuous Improvement (CI) maturity within manufacturing organisations.
Participants will received a personalised feedback report and the opportunity to benchmark their CI maturity against other manufacturers.

Iain O'Neill
TRACC Business Partner

Lorna Cameron
Central Change Agent
Beam Global

lean, opex and continuous improvement

  • Evaluate material-based security solutions
  • Explore the inspection platform tool
  • Hear strategies for success

Silvia Dima
Business Development Manager

quality assurance and processes


  • Dealing with classic quality assurance issues to assure consumers of quality
  • Addressing long-term instability within the supply chain
  • Developing the Iglo forever food programme

Peter Hajipieris
Director for Corporate Social Responsibility
Iglo Foods Group Limited


The food industry is living through turbulent times, its environment is marked by volatility, uncertainty, complexity and ambiguity. New rules of the game are emerging in an ecosystem where everything is moving simultaneously. The impacts of these changes are felt in all aspects of the business environment, affecting everything from raw material prices and consumer behaviour to retail’s positioning, the competitive landscape and the media and legal environments.

Insights into winning strategies that successful companies have adopted:

  • What are the new rules of the game?
  • Market landscape; these are the outperforming companies from around the world
  • What are the 7 keys to success that create outperforming companies?
  • Size matters, but is not a definitive factor, as demonstrated by these SMEs
  • Making it happen: from Strategy to Execution

Philippe Jaegy
Vice President - Member of the Executive Committee
Solving Efeso


Day 2, 26 February 2014

people development

In this session, the participants will get to engage in a transformative learning experience focusing on how they can unleash their own potential and that of their organisation to deliver extraordinary results. In this session you will:

  • Examine the unique role and responsibilities of leaders in transforming the culture and results of an organisation
  • Demonstrate the power of servant leadership - putting people first and expecting them to be extraordinary
  • Introduce practical leadership approaches that compel and empower the participants to move their organisation beyond the constraints of the past and go to the next level of performance

Amir A. Ghannad
Director - Campbell N.A. Operational Excellence and Global HPO
Campbell Soup Company

lean, opex and continuous improvement


Continuous Improvement across cultures

  • Case study focus on Bel Group's expansion project for the Leerdammer subsidiary to all 27 factories worldwide, with particlar focus on three very different manufacturing plants from: the Netherlands, Egypt and Poland
  • The different nuances each plant faced - the challenges encountered and the lessons learnt
  • How each plant responded to the program and what they individually succeeded in and why
  • The various improvement programs, employee engagement

Jasper Boers
Continuous Improvement Project Leader
Bel Group

case study
health and food safety

Fully understanding product safety risks in the value chain

  • Building a centralised safety system in response to supply chain crisis
  • Understanding and implementing EU and international legislations
  • Applying stringent rules across various countries and regions
  • Defining KPI's in the area of: recalls, complaints, quality and non-conformities
  • Implementing and tracking KPI's and reporting to management
  • Taking preventative and corrective action
  • Stimulating risk awareness

Dr Adina Creanga
Product Safety Director

case study
quality assurance and processes

A review of the processes the BRC use to ensure consistency and confidence in BRC audits around the world:

  • Examining the star rating of Certification Bodies – the BRC’s 6 monthly performance review of approved Certification Bodies against specified Key Performance Indicators
  • Identifiying auditor requirements – the BRC’s expectations of auditor management by Certification Bodies and control mechanisms including registration on the BRC Directory of all auditors
  • Assessing the feedback to the BRC – an outline of the various methods of communication to the BRC including surveys, directory information and complaints. How the BRC analyse and use the information to improve the certification scheme

Karen Betts
Compliance Manager
BRC Global Standards

lean, opex and continuous improvement

  • How Astra Sweets improved manufacturing efficiency with Objective MES/WMS as an operational platform integrated with SAP
  • Full traceability from receiving the raw materials, through the production and storage stages and final end product delivery
  • Compliance with BRC/IFS
  • Accurate Management information on KPI’s such as cycle times, OEE, the cause of machine breakdowns, material use

Danny Lenders
Group ICT Manager
Astra Sweets


  • Understanding how risk affects each level of enterprise
  • Establishing a proactive approach to continuous improvement
  • How are risk and risk management shaping compliance in the food and beverage industry?
  • Capitalizing on risk management techniques to remain compliant 

Tom Barlow
Channel Manager

case study
people development

  • Demonstrating leading standards in training, workforce, community engagement and health and safety to achieve profitable operations
  • Engaging the shop floor as the key to productivity and profitability
  • Establishing trust and a two-way dialogue as the way to motivate staff
  • Strengthening communities

Graham Paterson
Group Head of Manufacturing Excellence
Premier Foods

Jim Quinn
Group H&S Manager
Premier Foods