1. Talent Management
in Oil & Gas industry
March 2016
Thomas Fily Freelance consultant E-mail: thomas.fily@gmail.com

2. 2
Technology
What are the specificities of Oil & Gas industry?
1
Capital intensity2
International complex environment3
3 MAIN OIL & GAS SPECIFICITIES OIL & GAS TALENTS MUST FACE THOSE CHALLENGES

3. 3
To face those challenges O&G Talents requires multiple skills
Intercultural
adaptability
Drive & experience to
launch operations in
new countries
Balance global
strategic thinking with
local demands
Leading & motivating
team members from
diverse geographies
Ability to interact
with political
interests
Ability to develop
individuals across
cultures
Global Management
Skills in Highest
Demand
Source: Corporate Leadership Council Research

4. 4
3 areas of best practices for Talents development from leading O&G
companies have been identified
IDENTIFICATION
• Best performers are selected to become Managers
• Identification for potential Managers starts from year 1
DEVELOPMENT
• Accelerated mobility is monitored by job family
champion (or HR/VP) through career plans
• Potential Managers are given higher responsibility early
in their career
• Functional (business) trainings are based on the
individual’s competency gaps and job requirements
CAREER PATH
• Manager and technical professional (TP) path are
equally attractive in terms of career development,
remuneration and image
• Split between Manager and TP
• Flexibility to switch career path (Manager to TP and vv)
IOC NOC OTHERS
8y8y 10y10y
4

5. 5
Managers development take between 8 to 11 years for Oil & Gas companies
HOW LONG DOES IT TAKES TO REACHA MANAGER OR EXPERTS POSITION?
11
10
8
8
6
SCHLUMBERGER
BASF
KOC
SHELL
EXXON

6. 6
O&G Talents are developped through various career paths
CAREER PATH IN THE ENERGY VARY
ACCORDING TO BUSINESS OBJECTIVES
Option 1 Option 2
The classical dual ladder is a best
practice inthe energy industry
Some Oilfieldservices (OFS) companies
have developedupto4 macro career paths

7. 7
Best practices target to develop higher number of Manager than experts
Staff Managers
& TP
TOTAL
16
27
Gazprom
Schlum
berger
EXXON BP KOC Average
Manager 12 17 15 15 16 16
Expert (E) 24 13 10 10 4 11
Total
Manager+E 36 30 25 25 20 27
Staff 64 70 75 75 80 73
TOTAL (base 100) 100 100 100 100 100 100
Average best practice
E
M
IOC & NOC & Service companies manpower split
%
%
%
E – Experts
M - ManagersThe Expert ratio is indicative as number of
Experts depends upon discipline.

8. 8
Gazprom employees structure was one of the element who allow the
company to be the most profitable firm in 2009
The structureof Gazprom Group’s employees (386 000 employees)
“Gazprom most
profitable firm on
Fortune Global 500”
in 2009*