Solving the Crew Change Dilemma Laying a Pipeline for Future Talent Ian Rushby Chairman, Global Energy Talent www.globalenergytalent.com (c) Copyright 2008 Global Energy Talent Pvt Ltd. All rights reserved.

A New Talent Networking Platform Connect companies, professionals, students and academic institutions and help source and grow talent for the global energy ecosystem Energy Companies • Oil & Gas • Renewables • Power Recruitment Consultancy Training Information Exchange • Academia • Professional Bodies Institutions Professionals • Students • Early career • Management Grants Research Placements Career Advisory • Custom courses Executive education

Connect companies, professionals, students and academic institutions and help source and grow talent for the global energy ecosystem

Grants

Research

Placements

Career Advisory

• Custom courses

Executive education

Geopolitical Shifts Multiple industry inflection points Energy security and resource nationalism Accessability & developability getting more stringent Deeper waters, frontier economies NOC & IOC power shift NOCs becoming IOCs of the future Increased use of Services providers

Multiple industry inflection points

Energy security and resource nationalism

Accessability & developability getting more stringent

Deeper waters, frontier economies

NOC & IOC power shift

NOCs becoming IOCs of the future

Increased use of Services providers

Reserves and Talent Spread Where will future technical talent come from? Source: CERA 2007 O&G Related Engineering Graduates Venezuela Nigeria & Eq. Africa Angola S.Arabia Qatar Iran China Sakahalin Potential Staff Growth Areas Source: Booz Allen Hamilton 2007 Source: BP Statistical Review 2008 Central Asia

Where will future technical talent come from?

The Talent Gap in the Middle 38% shortage of Upstream engineers & geoscientists, 28% in instrumentation It will take 7-10 years to fully train and deploy replacements Percentile Age Source: CERA Source: CERA, Booz Allen Hamilton

38% shortage of Upstream engineers & geoscientists, 28% in instrumentation

It will take 7-10 years to fully train and deploy replacements

Implications for the Industry Increase in risks related to personnel Enterprise risks Understaffed projects minimize asset utilization Higher financial risk due to project delays or failures Boundaries of technology require innovation HR process Missing mentors: Slower induction of fresh entrants High value employees not used for recruitment: Poor assessments in sourcing process

Increase in risks related to personnel

Enterprise risks

Understaffed projects minimize asset utilization

Higher financial risk due to project delays or failures

Boundaries of technology require innovation

HR process

Missing mentors: Slower induction of fresh entrants

High value employees not used for recruitment: Poor assessments in sourcing process

How Future Talent Thinks Ethnography research Psychographics among Indian engineering students Perceptions of industry Old & dirty industry Exciting, travel opportunities Nationalistic; serve my country Career decision making Fully mapped out career even at young age Seek credible advisors Money is important, but not primary motivator

Ethnography research

Psychographics among Indian engineering students

Perceptions of industry

Old & dirty industry

Exciting, travel opportunities

Nationalistic; serve my country

Career decision making

Fully mapped out career even at young age

Seek credible advisors

Money is important, but not primary motivator

Talent Development Build a pipeline of younger professionals Broader outreach to academia Industry employment positioning Risk taking, adventure High impact Enhance induction Simulation & modeling for quicker experience Decision making roles earlier in career Buddy learning system

Build a pipeline of younger professionals

Broader outreach to academia

Industry employment positioning

Risk taking, adventure

High impact

Enhance induction

Simulation & modeling for quicker experience

Decision making roles earlier in career

Buddy learning system

Building a Global Talent Pipeline Sow the talent seeds for the next decade now Source from India & China for global deployments Facilitate knowledge transfer for sustainable localization Vocational institutes R&D Invest in local institutions for people development

Sow the talent seeds for the next decade now

Source from India & China for global deployments

Facilitate knowledge transfer for sustainable localization

Vocational institutes

R&D

Invest in local institutions for people development

Global Energy Talent Harnessing the Power of People www.globalenergytalent.com Head Office: 36 Ashoka Crescent DLF Phase 1 Gurgaon, India Ph: +91 124 4729200 UK: +44 774.775.6664 USA: +1 404.218.1797 www.globalenergytalent.com [email_address]