SBC 2011 HR Benchmark Report - Ashx

SBC 2011 Oil & Gas HR Benchmark
Summary presentation
This document contains forward-looking statements- that is, statements related to future, not past, events. In this context, forward-looking statements often address our expectation of future conditions including, without limitation, economic conditions, energy demand, energy supply and capability requirements. Forward-looking statements by their nature address matters that are, to different degrees, uncertain. These uncertainties may cause our actual future results to be materially different than those expressed in our forward-looking statements. We do not undertake to update our forward-looking statements.
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2012 Schlumberger Business Consulting. All Rights Reserved.
Schlumberger Business Consulting HR Benchmark gathered data from 37 E&P companies

E&P COMPANIES PARTICIPATING
11 2 8 8 2 6
Independent 13 18 Major NOC
North America Latin America Europe Asia Middle-East Africa
37 Oil & Gas companies 29 in 2010 24 in 2009 Almost 40% of World Oil & Gas production covered Most comprehensive qualitative and quantitative data set in the industry
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Over the years, the survey has developed powerful new concepts
FREQUENTLY USED TERMINOLOGY
PTPs Petrotechnical Professionals: geoscientists (geologists, geophysicists and petrophysicists) and petroleum engineers (reservoir, drilling, completion and production engineers). Number of years needed for a PTP to make non-standard, original technical decisions. Concept developed by SBC in 2006 together with the Supply Chain of Talent TM. Autonomous PTPs, i.e. those having acquired sufficient knowledge and experience to be able to make non-standard, original technical decisions.
Time to Autonomy
Experienced PTPs
Young PTPs
PTPs that have not reached autonomy status. They are still in learning mode and cannot be requested to make non-standard, original technical decisions. Average number of PTPs per 1,000 barrels of oil equivalent operated daily production Can be divided into experienced PTP Intensity or overall PTP Intensity
PTP Intensity
Source:
SBC O&G HR Benchmark 2011 TM A trademark of Schlumberger Business Consulting

Our message: HR is the main driver for long term production growth
AGENDA E&P industry is going through a major transition with tensions raising everywhere. High growth companies have more technical people than others and pragmatic HR policies: no barriers to promotion, higher diversity, on the job training. Time to autonomy is a key indicator companies seek to reduce Gender diversity is now mainstream, except for majors who struggle to increase women proportion in their workforce.
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By 2015, E&P industry will have achieved its crew change transition
PTPs PER AGE BRACKET ON A GLOBAL BASIS
% 25% 20% 15% 10% 5% 0%
Note:
2010 2015
20y -24y 25y -29y 30y -34y 35y -39y 40y -44y 45y -49y 50y -54y 55y -59y 60y -64y
65y+
Retirement rate: 20% for 55y-59y, 90% for 60y-64y, 100% for 65y+ Recruitment targeted inputted in the demographic profiles as follows: 40% in 20y-24y, 60% in 25y-29y Attrition at 1.4% (people leaving the E&P industry) SBC O&G HR Benchmark 2011; SBC analysis
Source:
Recruitment of graduates is pursuing its recovery

PTP GRADUATES GLOBAL RECRUITMENT TARGETS 2005- estimated 2016
Total Recruitment 12,000 10,000 8,000 6,000 4,000 2,000 0
Demand as per 2005 to 2010 Benchmarks Demand as per 2011 Benchmark
2005
2006
2007
2008
2009
2010
2011
E2012 E2013 E2014 E2015 E2016
Note: Source:
Excludes China SBC O&G HR Benchmark 2011 , Company data

Deficit of people is concentrated on mid-career population

ESTIMATION OF POTENTIAL 2015 TALENT GAP
Number of PTPs
All PTPs
Number of PTPs
PTPs OLDER THAN 35 YEARS

Experienced PTPs
137,800
current # of PTPs
Required # of PTPs to cover demand, at equal PTP Intensity to production
153,000
based on recruitment, attrition and retirement forecasts
149,800
-3,200
Net Loss of Experienced PTPs
= - 5,500
83,000
60% of total PTPs
77,500
52% of total PTPs
2011
2015 required
2015 Projections**
Projections vs. Requirements
2011
2015
Note: Source:
* Considering IEA production forecasts, Current Policies scenario for 2010-15: 2,25% GAGR ** 2010 workforce projected to 2015 based on: 1.4% Attrition; Company recruitment targets; Retirement rate at 20% for 55-59 age group, 90% for 60-64 age group, 100% for +65yr Excludes China / Excludes oilfield service companies SBC O&G HR Benchmark 2011; Company data, SBC Analysis
Mid-career recruitment is increasing

MID CAREER GLOBAL RECRUITMENT TARGETS Normalized, 2010-2013
200 180 Majors 160 140 120 100 80 International NOCs
Independents NOCs
2010
2011
2012e
2013e
Source:
SBC O&G HR Benchmarks 2010 & 2011. Identical panel of respondents

Many companies cannot find experienced people in their home country

WHAT IS THE ESTIMATED PROPORTION OF RECRUITMENT THAT CANNOT BE COMPLETED EVERY YEAR BECAUSE OF INSUFFICIENT HOME MARKET TALENT?
% range of unfilled positions 70% 60% 50% 40% 30% 20% 10% 0% FOR YOUNG GRADUATES
Source: SBC O&G HR Benchmark 2011
FOR MID CAREERS

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Attrition is increasing
2011 ANNUAL VOLUNTARY ATTRITION GEOSCIENCES AND PETROLEUM ENGINEERING
GEOSCIENTISTS PETROLEUM ENGINEERS 7.2% 5.8% 4.9% 4% 2.6% 2.6% 5.1% 3.5% 4.6% 3.9%
2010 2011
5% 4.2%
Independents
Majors
NOCs
Independents
Majors
NOCs
Source:
SBC O&G HR Benchmark 2011

Retirement age is increasing

AVERAGE RETIREMENT AGES PER REGION 2010 VS. 2011
identical sample of companies 58
57 58 58.5
EUROPE & CIS
57.5
58.5
NORTH AMERICA
55
2010 2011
56
ASIA
LATIN AMERICA
Note: Source:
Insufficient comparable data in Middle East and Africa SBC O&G HR Benchmark 2011; Company data
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Staffing issues have serious consequences on projects

WHAT ARE THE CONSEQUENCES OF STAFFING DIFFICULTIES?
% of respondents Western Independents
0% 100% 0%
Majors
100% 0%
NOCs
100%
Delay projects
44%
60%
71%
Take more risk because of tight staffing
67%
20%
57%
Increase non-operated assets
0%
0%
43%
Note: Source:
No companies have indicated that they abandon projects when facing staffing difficulties SBC O&G HR Benchmark 2011
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AGENDA E&P industry is going through a major transition with tensions raising everywhere. High growth companies have more technical people than others and pragmatic HR policies: no barriers to promotion, higher diversity, on the job training. Time to autonomy is a key indicator companies seek to reduce. Gender diversity is now mainstream, except for majors who struggle to increase women proportion in their workforce.
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Reserves and Operated Production are correlated with number of PTPs

QUALITY OF CORRELATIONS ANALYZED
All PTPs All Geoscientists Geologists Geophyscists Petrophysicists All Petroleum Engineers Strong (R2>0.9) Good (R2>0.8) Questionable (R2>0.7) No correlation (R2<0.7) Other Engineers Support Functions HR Staff HSE Staff
Operated Production
Reserves (1P)
Reported Production
Drilling Engineers Production Engineers Reservoir Engineers Completion Engineers
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High growth companies have more PTPs per unit of production (higher PTP intensity) than low growth ones, and proportionally more Geoscientists
PTP INTENSITIES AND AVERAGES SORTED BY GROWTH
Number of PTPs per unit of operated production
HIGH GROWTH COMPANIES
LOW GROWTH COMPANIES
Geosciences Petroleum Engineering

Y y
Average Op. Prod CAGR 06-10

4.8%
-0.5%
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High growth companies use technology to improve productivity of staff

HOW DO YOU MITIGATE PROJECT STAFFING DIFFICULTIES?
% of respondents High Growth Low Growth
57% 50% 50% 36% 27% 50% 36%
55%
Use virtual team technologies

Use productivity enhancing technologies
Outsource
Standardize projects to staff more juniors

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High growth companies have pragmatic approaches to HR

EXPATRIATES RECRUITMENT DO YOU INTEND TO BRING PROCESS CYCLE TIME BACK RETIREES?
Average months per peer group 4.0 3.2 2.6 3.4 76% % of respondents
% OF TIME SPENT PER TRAINING TYPE FOR JUNIOR PTPS?

Average % per respondents High Growth Low Growth 52%
38% 43%
17%
13%
Mid Careers - Mid Careers NATIONALS* EXPATRIATES

Note: Source:
High Growth
Low Growth
On-the-Job Training
Coaching
Process is understood from sourcing to acceptance * from companys home country SBC O&G HR Benchmark 2011
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High growth companies promote people faster and are more gender diverse
IS SENIORITY TAKEN INTO ACCOUNT TO REACH A POSITION OF AUTONOMY?
% of respondents
GENDER DIVERSITY AMONG PTP DISCIPLINES
Average % of females PTPs in total PTP Headcount High Growth Low Growth 27%
57% 19%
18% 29%
11%
High Growth
Low Growth
Geosciences
Petroleum Engineering
Source:

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The concept of Time to Autonomy, developed by SBC in 2006, is now a key marker of competency development effectiveness
WHAT IS THE MEASUREMENT CRITERIA USED TO ASSESS TRAINING EFFECTIVENESS?
% of respondents Short Time to Autonomy
0% 100% 0%
Long Time to Autonomy

100%
Time to reach autonomy
75%
47%
Technical Tests
33%
35%
Individual performance appraisal done by line
75%
71%
Note: Source:
no companies have indicated that they abandon projects when facing staffing difficulties SBC O&G HR Benchmark 2011
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Western Independents have the shortest time to autonomy

AVERAGE TIME TO AUTONOMY ACROSS DISCIPLINES
Number of years necessary to reach ability level Years to Autonomy
14 12 10 8 6 4 2 0
Time to autonomy is the time required for a company to drive PTPs to make non-standard, original technical decisions
Western Independents Majors International NOCs NOCs 11 11 8.2 6.7
Ability to
Execute assigned tasks
Choose among several standardized tasks
Make nonstandard, original technical decisions
Make personnel decisions (recruitment, transfer etc)

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Source:

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Female ratio in universities can exceed 40% in certain regions, but it is still below 20% in North America
PROPORTION OF FEMALE IN TOTAL STUDENTS PTPS GRADUATING IN 2010 Bachelor, Master and PhD in Geosciences and Petroleum Engineering
50%
40%
30%
20%
10%
0%
Global
Asia
LAM
Europe
SEA and Australia
RussiaCaspian
MENA
NAM
Source: Data from universities. In Asia: China, Japan, Pakistan and Thailand . In Europe: Austria, France, Germany, Hungary, Italy, Netherlands, Norway, Turkey and United Kingdom. LAM: Argentina, Bolivia, Colombia, Mexico, Peru, Trinidad and Venezuela. SEA and Australia: Australia and Malaysia. Russia Caspian: Azerbaijan, Russian Federation. MENA: Egypt, Kuwait, Libya, Qatar and UAE. NAM: Canada and USA
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There are more women in Geosciences than Petroleum Engineering

STUDENTS IN GEOSCIENCES In percentage of women over total graduating in 2010
50%
STUDENTS IN PETROLEUM ENGINEERING In percentage of women over total graduating in 2010

50%
40%
40%
30%
30%
20%
20%
10%
10%
0%
0%
Source: Data from universities. In Asia: China, Japan, Pakistan and Thailand . In Europe: Austria, France, Germany, Hungary, Italy, Netherlands, Norway, Turkey and United Kingdom. LAM: Argentina, Bolivia, Colombia, Mexico, Peru, Trinidad and Venezuela. SEA and Australia: Australia and Malaysia. Russia Caspian: Azerbaijan, Russian Federation. MENA: Egypt, Kuwait, Libya, Qatar and UAE. NAM: Canada and USA
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Except Majors, companies are increasing women proportion

PROPORTION OF FEMALE IN O&G COMPANIES, 2006, 2010 & 2011 Identical sample of companies
40% 35% 30% 25% 20% 15% 10% 5% 0% GG PE
Independents
40% 35% 30% 25% 20% 15% 10% 5% 0%

2006
Majors
40% 35% 30% 25% 20% 15% 10% 5%
NOCs
GG
2010
PE
2011
0%
GG
PE
Source:

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High growth companies are more gender diverse

FEMALES IN GEOSCIENCES
Average % of respondents
FEMALES IN PETROLEUM ENGINEERING

Average % of respondents
27%
18%
19% 11%
High Growth
Low Growth
High Growth
Low Growth
Source:

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Conclusion: HR is the main driver for long term production growth
E&P industry is going through a major transition with tensions raising everywhere. High growth companies have more technical people than others and pragmatic HR policies: no barriers to promotion, higher diversity, on the job training. Time to autonomy is a key indicator companies seek to reduce. Gender diversity is now mainstream, except for majors who struggle to increase women proportion in their workforce.
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SBC 2011 Oil & Gas HR Benchmark

Schlumberger Business Consulting HR Benchmark gathered data from 37 E&P companies

Independent 13 18 Major NOC

North America Latin America Europe Asia Middle-East Africa

SBC O&G HR Benchmark 2011 TM A trademark of Schlumberger Business Consulting

Recruitment of graduates is pursuing its recovery

E2012 E2013 E2014 E2015 E2016

Excludes China SBC O&G HR Benchmark 2011 , Company data

Deficit of people is concentrated on mid-career population

PTPs OLDER THAN 35 YEARS

Required # of PTPs to cover demand, at equal PTP Intensity to production

based on recruitment, attrition and retirement forecasts

Projections vs. Requirements

Mid-career recruitment is increasing

SBC O&G HR Benchmarks 2010 & 2011. Identical panel of respondents

Many companies cannot find experienced people in their home country

FOR MID CAREERS

SBC O&G HR Benchmark 2011

Retirement age is increasing

EUROPE & CIS

Staffing issues have serious consequences on projects

Take more risk because of tight staffing

Increase non-operated assets

Reserves and Operated Production are correlated with number of PTPs

Drilling Engineers Production Engineers Reservoir Engineers Completion Engineers

HIGH GROWTH COMPANIES

LOW GROWTH COMPANIES

Geosciences Petroleum Engineering

Average Op. Prod CAGR 06-10

High growth companies use technology to improve productivity of staff

57% 50% 50% 36% 27% 50% 36%

Use virtual team technologies

Use productivity enhancing technologies

Standardize projects to staff more juniors

2012 Schlumberger Business Consulting. All Rights Reserved.

High growth companies have pragmatic approaches to HR

% OF TIME SPENT PER TRAINING TYPE FOR JUNIOR PTPS?

Mid Careers - Mid Careers NATIONALS* EXPATRIATES

GENDER DIVERSITY AMONG PTP DISCIPLINES

SBC O&G HR Benchmark 2011

Long Time to Autonomy

Time to reach autonomy

Individual performance appraisal done by line

Western Independents have the shortest time to autonomy

Western Independents Majors International NOCs NOCs 11 11 8.2 6.7

Execute assigned tasks

Choose among several standardized tasks

Make nonstandard, original technical decisions

Make personnel decisions (recruitment, transfer etc)

SBC O&G HR Benchmark 2011

SEA and Australia

There are more women in Geosciences than Petroleum Engineering

STUDENTS IN PETROLEUM ENGINEERING In percentage of women over total graduating in 2010

Except Majors, companies are increasing women proportion

40% 35% 30% 25% 20% 15% 10% 5% 0%

40% 35% 30% 25% 20% 15% 10% 5%

SBC O&G HR Benchmark 2011

High growth companies are more gender diverse

FEMALES IN PETROLEUM ENGINEERING

SBC O&G HR Benchmark 2011

Conclusion: HR is the main driver for long term production growth

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