QP HR Conference Presentation
Maersk Oil: Unlocking Potential on a Global and Local Scale Ricardo Sookdeo Head of Group Talent & Performance Management A.P. Moller-Maersk: Group overview 2 3 4 1 Companies of particular strategic importance: • Operate mainly in the shipping and energy industries Shipping Energy • 130 countries wordwide • Approx. 121,000 employees globally 1: Maersk Line 2: APM Terminals 3: Maersk Oil 4: Maersk Drilling • 2012 revenue: USD 59 billion Maersk Oil: from local to global player Expansion of geographical focus 2002 2014 Norway UK Denmark Kazakhstan Algeria Qatar Kazakhstan USA Algeria Angola 1992 Denmark Brazil Kurdistan Qatar Abu-Dhabi The Al Shaheen field Qatar’s largest offshore oil development A central role in Qatar’s energy mix Developing one of the world’s most complex oil fields in partnership with Qatar Petroleum for 21 years Contributing one third of Qatar’s oil, 300,000 bpd Over 1.4 billion barrels produced to date Safely delivered $9billion field investment, on time, on budget Qatar’s largest offshore operator; 800 employees offshore; 700 onshore; 25% Qatari workforce Title of presentation | Specialists in applied technology Maersk Oil Research & Technology Centre • $100m Investment over 10 years • Horizontal wells • Carbonate EOR (Enhanced Oil Recovery) • Offshore environment Local training & knowledge-sharing • Close cooperation with universities in Qatar and worldwide • Lectures, seminars and workshops Unlocking human potential Global experience, local impact Title of presentation | Global Reach Global Experience Global Opportunity Strategy Capabilities Specialist Talent ‘Assignmentology’ • Experiences rather than positions • Taking lead on projects • Exposure to people, clients, networks • Tailor-made hypercare Transitioning through Leadership Pipeline 4 3 2 1 Development philosophy - 70/20/10 Approach Real responsibilities – real career development 70% on-the-job experience • ‘On-the-job’-challenges, taskforces, special projects, mobility assignments, targeted stretch experiences • Mentoring, coaching, counselling, shadowing, frequent feedback from peers, exposure to core people, interaction with leader 20% feedback • Good fit with capabilities related to leadership, personality and to some extent practical skills. • Books, seminars, workshops , e-learning, podcasts. 10% courses • Project planning, MS Excel, typewriting, basic economics • Good fit with narrow skills-gaps. Qatar Case Study Talent identification framework – local adaption Segmentation of workforce Potential Develop in current position 1 band 2 bands higher higher within 2-6 within 2 years years Performance over 3 years The ‘Talent Pool’ Highest 30% Middle 60% Lowest 10% Identify employees with potential to grow in the organisation Qatarization Development Framework 1. Assess & Review Segmentation Framework Leadership talent pool 2. Discuss Career Review Career Development Career Planning • What to do next? • How to fill identified gaps? Annual meetings LEAD SUPPORT EXTERNAL SUPPORT* Coach Q’zation Technical specialists M’ger Employee Managerial Technical Job Grade 64 Vice President Advisor Specialist Job Grade 63 Job Grade 62 Senior Principal Specialist Senior Director Job Grade 61 Director Senior Lead Specialist Job Grade 59 Job Grade 58 Job Grade 57 Bi-Annual Follow-up Principal Specialist Job Grade 60 Team Leader LEAD SUPPORT EXTERNAL Lead Specialist Team Leader Senior Specialist Job Grade 56 Job Grade 55 Job Grade 54 Specialist Job Grade 53 Job Grade 52 Junior Specialist M’ger Employee Coach 3. Execute Q’zation 70/20/10 Approach Transitional development: Shadow support Learning the role Taking responsibility Qatari ‘employee’ shadows leader Qatari assumes leadership role Being a leader Leading a team Accelerated Development Transitional development support Cross-posting – international experience Executive Leadership Development Facility Rolighed, Denmark Unique challenges Engaging environment Rewarding careers Building a legacy in Qatar The past The future • Aim to quadruple • 40% increase in Qatari Qataris in leadership leaders in past 2 years and senior specialist • 50% increase in Qatari roles before end 2017. employees with university degrees • 20% increase in Qataris Future within technical disciplines Heritage Thank-you for your attention.
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