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Final business competition presentation (1)

Petrofac is a leading oil and gas services company operating in 27 countries with over 18,000 employees. The document discusses Petrofac's background, the oil and gas industry analysis, HR industry trends, and recommendations for Petrofac's graduate training academy structure and Renaissance program. Key points include: 1) Petrofac has over $6 billion in annual revenue and aims to increase its employee base to 21,000 by focusing on geographical and offshore expansion. 2) The oil and gas industry is expected to grow at 15.84% with many aging employees retiring in the next 5-10 years, opening up new job opportunities. 3) Trends in recruitment include internal recruiting, social media

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ACADEMY 16/26/2016
Team.. Santhosh Prasad Indian Electrical Engineer Claire Torelli French Finance Eruchalu Ije Nigerian Economics Sean Peter Huber Austrian Industrial Design Emre Yararbas Turkish Chinese Business Manikandan Sivasankar Indian Consultant & Entrepreneur 2
Agenda Company Background Industry analysis Trends Recommendations Summary 1 2 3 4 36/26/2016 5
1 • Petrofac 2 • Oil and gas industry Company background 46/26/2016
18000 employees operating in 27 countries for the past 32 years • Leading player in the oil & gas service industry • Annual revenue of $6.32 bn with a projected growth rate of 16.80 % • Two divisions: • ECOM-75 % of petrofacs revenue • IES • “Aim to be the world’s most admired oilfield service company” • Current strategy:1.Geographical expansion 2.Offshore expansion 3.IES implementation Company sets to increase its employee base to 21,000 by 2015 to cater the future opportunities in the brownfield and greenfield sector. Petrofac 5 Source: http://finance.yahoo.com/q?s=PFC.L 6/26/2016 Source:http://www.petrofac.com/index.asp?pageid=118
Oil and gas equipment & services industry has a market capital of $3895 Bn providing a net profit margin of 7.50 % with projected growth rate of 15.84 %. Oil and Gas Industry Analysis 6 Source: http://www.ibisworld.com/industry/global/global-oil-gas-exploration-production.html Source: http://www.world-petroleum.org/docs/docs/speeches/wpc%20Presentation%20the%20Aging%20Workforce%202.swf 6/26/2016 • It contributes to producing 60 % of worlds energy. • Job opportunity in the oil and gas industry is expected to grow at the rate of 17 % by 2020. • Average age in E & P is 50 years • 40 -60 % of the aging employees will retire within next 5 -10 years • 30-40 % of the employees are in the average age of 30 years • Major players : With a growth rate of 15.84%, the industry is expected to experience a boom in its recruitment of required skills.
Industry Analysis 1 • HR Industry 2 • Situational Analysis 76/26/2016
8 Source: http://www.fitchlearning.com/ae/industry-resources/white-papers/graduate-challenges Source: http://www.trainingindustry.com/professional-education/articles/rescuing-and-redefining-diversity-as-a-recruitment-and-training-goal.aspx 6/26/2016 HR Industry Global recruitment market industry is expected to be worth $369 Billion by 2014 with an average annual growth of 5.4 % Recruitment The global market for training services is expected to be worth of $292 Billion by 2013 with an average annual growth rate of 2 % • Training involved classroom lectures, Practice exams, Practical training • 51% of companies deliver at least one training session via eLearning to over 50% of their employees, compared to 39% Training 66.5 % of people prefer the blended learning method 14.50% 66.50% 19% 0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% Formal Blended Learning Informal Gen Y learning Preferences
37% 26% 2% 32% 3% Workplace support Individual variability Compensations job quality Job demands On average O& G services industry has a retention rate of 95-96 % as of 2012 • Based on a survey it was found that Work environment and individual growth accounts to 60 % of turnover. • But still the attrition rate is very minimum compared to other industries due to the compensations 0% 20% 40% 60% compensation growth new skills • 51 % of the employees tend to leave the organization citing increased compensation • 31 % to pursue greater advanced opportunities Retaining 9 Source: Survey Monkey(http://www.surveymonkey.com/s/8SY583C) 6/26/2016 Graduates Perception Employees reason for leaving
6/26/2016 10 • Current strategy of Petrofac HR department Situational Analysis • Opportunities We recommend the Renaissance Program ,to make use of the existing weaknesses as an opportunity to gain a sustainable competitive advantage in the current market Renaissance Program: • Leverage on the social media to increase the brand awareness • Having a structured academy & a blended training program (Formal & informal,Gamification simulation, mentorship) • Focusing on the employer satisfaction in depth (work environment,timings,mentorship) Weaknesses are our opportunities Can Petrofac have the best training academy to be the thought leader in the industry? Yes, Petrofac can be the thought leader in the industry by having the best training academy program..!! “..selected candidates were asked to write a purely technical exam, which secured hiring technical talent..” “..within the first few days the programme felt like any other university course, the readings and text book material could have been more interactive..” “..Mentors are a great way to see ones self through the eyes of others……..” “..It is our opinion that the graduate program could be structured more around achieving status……..” Name: Omar Aker Graduate Program Period:2010-2012 Location: Sharjah Department : Process engineering Mode of interview : Group interview No of participants:7 Location : Starbucks, MOE Date of interview : 28th July 2013
Trends 1 • Common trends 2 • H.I.T ‘s 116/26/2016
Common Trends in Recruitment & training The following have been found as the trends followed in the recruitment and training industry Recruitment: • Internal Recruiting (e.g. Promotion) • Employee referrals • Outsourcing • University Recruiting • Employing specialized recruiters • Online job portals • Social media (twisumes, Video resumes) Training: • Classroom lectures • Theoretical training • Training institutes • E-learning • PLE(Personal Learning Environment) 126/26/2016
These H.I.Ts can be leveraged upon by Petrofac as 37 % of the companies use social networks to research the potential job candidates. • Deloitte was awarded the best user of social platform for recruitment in 2012. • 49% of companies have benefitted by applying the talent pool technique High Impacting Trends (H.I.Ts): Leveraging on the Social Media for Recruitment 136/26/2016 Consumerization of technology and usage of market techniques in the recruitment process increases the efficiency of the firms recruitment by 35 % • 40 % of the total smartphone users in the age group of 20-35 years. • Usage of ipad for learning purpose has witnessed a Y-o-Y growth of 37 %
Recommendations 1 • Academy Structure Proposal 2 • Renaissance Program 6/26/2016 14
Academy Structure Proposal Management Consultants (retired professionals, University professors, Industry experts) Trainers (Senior & Assistant) Graduates Strategic decision Making • Syllabus formation • Seminars • Conference • Training execution • Mentoring • On-Job-training • E-Learning • Simulations 6/26/2016 15 Renaissance Structure will assist Petrofac’s academy to perform efficiently and with economies of scale Reason: • To have a centralized decision making system for efficiency • To have a formal planning of budget for economies of scale Recommendation: • Management at the top level of the structure • Leverage on the expertise of the retired professionals, university professors, Industry experts,Mid- level managers in forming the syllabus • Leveraging on the skills of Petrofac training services to train the graduates Implication: • Increase in efficiency to centralized decision making • Thought leader in the industry * source: http://www.mindtools.com/pages/article/newSTR_54.htm
* Current Brand Awareness 25 % • Providing options to the Graduates to Master the core competencies faster • Direct Stakeholder:Students,universities,Employees & Business Division, Government • Indirect Stakeholders:Competitors,Recruitment & training agencies, Government 6/26/2016 16 Renaissance Program Renaissance program allows the graduate employees to rediscover themselves and helps Petrofac in increasing its retention level gaining a competitive advantage Reason: • To increase the brand awareness among the graduates • To have a unique retention strategy for having a sustainable competitive advantage Recommendation: • Leverage on social media and Petrofac challenge • Focus on practical training, mentorship • Retention strategy targeting the professional and personal recognition Implication: • Increase in the brand awareness by 30 % in 3 months • Decrease in the time to autonomy of the graduates
6/26/2016 17
Renaissance Program-Recruiting “Online Hiring Tools Are Changing Recruiting Techniques” 6/26/2016 18 Renaissance Program Recruiting 1.Social media 2.Petrofac Challenge 3.University Scholarship Training Blended training structure Retention Revamping the recognition and environment to retain the talent * Sustainability-Maintain Sustainable Competitive advantage over its competitors * Strategy Duration • Short term (<6months) • Mid term (6 months) • Long term (>1 year) Mid Term (6 months) Strategy Duration * Sustainability* High Long Term (1 year) Low Short Term (<6 months) Reason: • To increase the brand awareness to 35 % • To increase in the quality of the graduate intake Recommendation: • Leverage on social media to increase the brand awareness • Introduce Petrofac challenge platform for recruiting • Introduce the scholarship scheme into Petrofacs recruitment strategy to have a candidate lock in Implication: • Increase in the brand awareness to 35 % in 3 months • Quality of graduate recruit increases by the challenge
Social Media • Hire a Social Media Executive • Ask questions to the students • Reward the student who answers the question with a freebie • Post Graduate interviews • Post details about the GDP • Increase the content about the company • Update the information frequently • Increase the popularity of the page among Petrofac employees • Place banners, fliers of petrofac In the universities(Guerilla marketing) Social Media plays can be leveraged upon by Petrofac to increase its brand awareness by 34 % in 3 months • More than 1 Billion registered users • 901 Million active users/month • 60 % of students are active on Facebook daily 6/26/2016 19
6/26/2016
Petrofac Challenge Petrofac Challenge can be effectively used as a medium to source the graduates as well as to establish the brand presence among the students 6/26/2016 20 Petrofac Challenge What ? Design Simulation Challenge (University level) When? January to June(5 Step Process)Every year Why ? To increase the Brand awareness Source of recruitment Who? Challenge Core Team:Petroc Engineers, Academy Participants: University Graduates Petrofac Challenge Proposed Schedule Two days in Aberdeen, 3 days in London S/n 1 Flight Ticket: Return (British Airways) Dubai – Aberdeen Aberdeen - London 3000 X 5 845 X 5 15,000AED 4,225 2 Hotel Accommodation Accommodation + breakfast 3000 X 5 15,000AED 3 Feeding 900 X 5 4,500AED 4 Tourism package 300/person: 1,500 7,500AED TOTAL 46,225AED • The top 3 teams will be winners and the runner ups. • Prize allocation: • 1st Team - Acceptance to GDP+ Travel package • 2nd Team - Acceptance to GDP • 3rd Team - Offer for an internship
University partnerships & Scholarships University Partnership: • Aim is to Inculcate Petrofac brand among the students • Leverage on the existing partnership with the universities to increase the brand awareness • Promote Petrofac’s social media page via fliers, banners (Guerilla Marketing) • Provide internships, Summer Project options to the partnered university candidates Reality Check: University of Washington(Bothell)- Cooperative Education system Scholarships: • Aim is to have a lock in of the candidate • Target :Technical training institutes • Sponsor the candidates 2 year engineering course in the partnered universities • Time to autonomy will be 2-3 years. • Consistent supply and lock in of the Graduates; which is legal in the GCC* Reality Check: US Airforce,Buildingcareers.org (Building and construction authority of Singapore 6/26/2016 21 Source: Networkers Incorporation
6/26/2016 22 Renaissance Program Recruiting 1.Social media 2.Petrofac Challenge 3.University Scholarship Training 1.Training and mentoring proposal 1.Proposed Academy Structure 2.Proposed Calendar Retention Revamping the recognition and environment to retain the talent Renaissance program - Training
Training and Mentoring Proposal 6/26/2016 23 66.5 %* of the graduates prefer to join a company that has blended learning and mentorship techniques Blended Learning: • Integrating oilennium (from Petrofac training services) with the Graduate development program for an effective blended learning • Mentoring – “sustained relationship between an employee and a trusted advisor” Mentor Selection Criteria • Based on HR Feedback • Based on Peer and junior employees feedback • Based on Project Experience * www.spe.com/training/researchresult2012
Training-Academy Schedule Course/month Process Eng and HSE Design T B Civil & structural T B Mechanical & Metallurgy T B Key Piping,layout & Pipelines T B Training Week Electrical T B Business week Control instruments & telecomms T B Visit Construction/Constructability T B Vacation Business Rotation Site rotation (50 graduates) Engineering Rotation (50 Graduates) Rotation OctJun Rotation Apr May July Aug SepOct Nov Dec Jan Feb Mar • 101 Module training will be provided to the graduates as e-learning (Virtual classrooms-optional). • An Assessment will be held on the first week of October on the e-learning • The Training is designed to have 2 Training weeks and 2 Business weeks (Exercise and business task) for each month • 2 bi-weekly simulation assessment /month(Gamification Simulation from Petrofac Training services) • Graduates are provided with option to return to the academy as assistant trainers after their rotational period 6/26/2016 24 Hands on training and Classroom lectures blended together increases the efficiency of the graduates by 48 %* 101 Module training converted to e-learning format Access provided to students as soon as they are recruited
Renaissance program -RETENTION 6/26/2016 25 • Reasons: • To retain the talent within the organization • 54 %* of the people would like to have a flexible work environment and good career growth path • Recommendations: • “Better retention starts with better recruitment and training” • Retention through Professional Advancement Opportunities(Peer mentoring, Career growth, Compensation) • Feedback documentation appraisal by HR department for Line Managers on graduate trainee performance • Retention through Personal Recognition(Flexibility in work schedule, retention reward programs, employee recreational benefits) • Team recognition with: incentives such as team getaway packages Impact: • Productivity level of a satisfied employee is 30 % more higher * 97% of graduates hired since 2010 are still working for Petrofac Source:http://www.petrofac.com/index.asp?pageid=97 Renaissance Program Recruiting 1.Social media 2.Petrofac Challenge 3.University Scholarship Training 1.Proposed academy structure 2.Revised Retention 1.Flexible work environment 2.Professional & personal recognition
6/26/2016 27 Timeline and Cost Resources MOVE RESOURCE COST Recruitment Social Media Current Petrofac Staff Nil Challenge Current Petrofac Staff 47,000aed Scholarships Universities 30,000aed X 5persons = 150,000 Internships Universities 2,000 X 5 = 10,000 Summer Projects Universities Nil Marketing Materials Internal N/A Mentoring & Training Structure Management Nil Selection Management Nil E-learning Oilennium Nil Retired Professionals Honorariums per visitation: flight tickets, pocket money, accommodation University Professors Industrial Experts Retention Time Flexibility Management Nil Team Packages Management 1,200/team/quarter Retention Reward Programs Management Point Accumulation technique Total 161,200 AED Activities Social Media Challenge University Partnership Scholarships Move 2 Training Graduate Program Flexibility Benefits Move 3 Retention Year 1 Year 2 Move 1 Recruitment
6/26/2016
Summary 6/26/2016 26 Recruitment: Using social media to attract the necessary candidates Training: Using eLearning, Simulations, mentorship, site trainings Retention: Using unique employee packages
6/26/2016 28
Exhibits • Survey Results • Industry Analysis • Competitor Analysis • Group interview • Ansoff matrix 31
Very Similar Very Different Very Different Very Similar Type of Offering Type of Market 1 1 5 5 Competitor Map 32
Survey Results Survey Details Targeted Sample 150-200 Attended 100 Target Market Fresh Graduates, Engineering students Survey Based on • Location • Discipline • GDP selection criteria • GDP duration • Type of training • Brand Awareness Survey conducted on: Survey monkey Link to survey: http://www.surveymonkey.com/s/NHJ3VBV 33
0 1 1 2 2 3 3 4 4 5 Compensation benefits Career growth Training programs Programme duration Brand Awareness Graduate Development Program Selection criteria Survey conducted on: Survey monkey Link to survey: http://www.surveymonkey.com/s/NHJ3VBV 34
Survey Results Asia 49% Africa 41% Europe 5% Middle East 5% Mechanical 22% Civil 11% Chemical 14% Petroleum 8% Others (electrical,archit eture,computer eng,ECM) 44% 6-12 months 67% 1-2 yrs 31% 2-3 yrs 3% 0% 10% 20% 30% 40% 50% 44% 22% 25% 6% 3% Program Duration DisciplineLocation Brand Awareness 35
Survey Results 37% 26% 2% 32% 3% Workplace support Individual variability Compensations job quality 0% 20% 40% 60% compensation growth new skills Employee Preference Employee attractiveness Source :www.surveymonkey.com Survey Details Targeted Sample 150-200 Attended 100 Target Market Employees, Fresh Graduates Survey Based on Retention and Attractiveness 36
Oil and gas equipment & services industry has a market capital of $3.89 trillion providing a net profit margin of 7.50 % with projected growth rate of 15.84 %. • O & G service sector contributes to producing 60 % of worlds energy • Major players – Schlumberger,Petrofac,Shell,BP,Technip,Saipem • Job opportunity expected to grow at the rate of 17 % by 2020. Recruitment •30 % projected growth in recruitment. •HR department strengthen to lock in capabilities •Trends: Internal recruiting, University Recruiting, employee referals,GDP Training •Avg annual growth rate of 2 % •Shifting towards PLE •51 % companies deliver training via e-learning for 50 % of the employees •Trends: Classroom lectures(Training 1.0),E-learning , PLE(Training 2.0) Retention •Avg retention rate of 95-96 % in O & g service industry •Work environment and individual growth accounts 60 % of turnover •Attrition rate minimum due to compensation •30-35 % prefers job quality for staying Industry Analysis 39
Training industry: • Industry develops into Personal learning environment • learners have the ability to take control of his or her own learning experience. • 61% of Mandatory or Compliance Training is delivered online • 51% of companies deliver at least one training session via eLearning to over 50% of their employees, compared to 39% . • 70 % of companies expected to gamify their learning process( gamification process)
Analysis • Maria Tecnimont SpA is an International publicly registered group with segments in: Engineering & Construction E&C, Technology & Licensing, Energy & Ventures • With the Engineering & Construction being the highest source of revenue generation with €1,810M in 2012. • Market Capital: € 206.19M, Revenue: € 2.0B, EBIT: € 18.7, and projects in our 21 subsidiary locations spanning across 7 continents of the world. • Located in Rome, Italy, with presence in approximately 30 countries, with about 4,997employees worldwide. The company has grown over the years by reason of acquisition. 41
Tecnimont Analysis 1810 177 199 Maria Tecnimont Revenue by Business Segment Oil & Gas & Petrochemicals Power Infrastructure & Civil Engineering 58%18% 3% 7% 11% 3% Maria Tecnimont Employees by Business Segment Engineering Oil & Gas & Petrochemicals Power Infrastructure Other Technical Area Sales With the oil & gas & petrochemical segment being the bulk source of revenue, it also constitutes the major field for recruitment. For skills in: chemical, civil, petrochemical engineers, and geophysics. 42
Compa ny Busine ss Segme nt & USP Category of Competiti on Mode of recruitment Emplo yee base Engineering department skills Graduate Prog Retenti on Rate (%) Time frame for prog. Recruitment Process Remuneration Oil & Gas Saudi Aramco Oil & Gas, Renewab le energy Client Competitor Online application, College continuation Program 52,000 Electrical, Mechanical, Petroleum, Physics, Marine, Refinery, Project Mgt No 99.75 3years Application, Psychometric & aptitude tests, orientation, offer 22,000 Health benefits, Education, travel & leisure Gazprom Oil & Gas, LNG, Transpor t Indirect Online, University partnership, Fairs 393,000 Every Department Yes 99.9 Online application and testing, phone interview,assessment day, Final assessmnt, Offer Health insurance, accident insurance, bonuses, salary BP Oil & Gas, LNG, Marine Indirect Online, University fairs, partnerships 87,500 Geoscientists, petro physicists, mechanical technicians, Business enterprise Yes 95 2-3 years Salaries, bonuses, pension, health insurance, paid travel, CSR Oilfield Services Schlumb erger Seismic, Dilling, Prod. Direct Online, Partnerships with universities, job fairs 120,000 + Military Mechanics & technicians, Geoscientists, Engineering researchers Yes 3years Online, testing, phone interview 34,000, health benefits, retirement plan Flour Oil & Gas, Biofuels, Infrastr. Project mgt Direct Online, Partnerships, Funds/scholarshi p, fairs 41,000 Any engineering Yes 4years Online Health services, Dental coverage, life & accident coverage, Retirement plan Academies Rolls Royce Civil and defence aerospac e,marine ,energy Indirect Online,career fairs,referal 50,000 (group base) Yes 98 % 1-2 years University interviews,career fairs,personal interviews Avg salary - $70,000 Volkswa gen Automot ive Indirect Online,career fairs,referal 501,956 Yes 96 % 1-2 years University,personal interview,refereal
Tecnimont Value Chain Recruitment • Online, Institute partnerships • 70 graduates yearly • University/High school Graduates with skills in: Engineering, Economics, Geology, Agrarian studies Training • 3 weeks, 120 class hours • Mix of theory and practice modules. • 30% of course participants will be employed on active construction sites • The training is run in partnership with ASSOIL • Courses on: Project Management, Economy & Finance, Specialized Technical courses, Languages, Inserting Retention • Remuneration/Bonuses www.mariatecnimont.com 44
Tecnimont - SWOT STRENGTH Growing presence in the middle east Strong referral network in Europe Strong Subsidiary presence across continents WEAKNESS Small number of university partnerships Improper graduate trainee structure Lack of compensation derivatives for employees Inadequate training syllabus compilation OPPORTUNITY Increasing university partnerships in key locations High school partnerships in Europe and Middle East Development of the curricula with training institutes Development of a structured e-learning platform across all Tecnimont locations THREAT Growing competition for skill set by competitors Poaching of trained personnel by competitors Loss of graduate applicants to the company leading to vacuum in the company With the growing presence in the middle east, Tecnimont can increase its university partnerships, using field-trips to also catch the interest of high school students in the industry. 45
• British Petroleum is a multinational oil and gas company headquartered in London, England, United Kingdom. Operating in areas such as: exploration & production, refining, distribution and marketing, petrochemicals, power generation, trading and renewable energy. • Having a global presence in approximately 80 countries, with about 85,900 employees worldwide. • Market Capital: $135,555.70, Revenue: $107,214M, EBIT: € 18.7. BP Analysis 46
BP Analysis - Value Chain Recruitment: Online, University partnerships, Internships, Facebook. 1000 graduates by 2014. Graduates of Engineering with 2.1 degrees. Online assessment, face-to-face technical interview, team assessment Training/Development: 2 - 4 year Graduate Challenge. Training based on business segment deployment. Specific Discipline training with 25 – 30 days of training each year, on both internal and external courses. Personal development plan with mentor, annual assessment. On-the-job training with e-learning blend of scenario and simulation based approaches, based on real BP sites. Retention: Pension Scheme, Career development into either Technical or Management roles. Employee assistance, Flexible working hours, Holidays, vacations and career breaks, Discounts, Share pay scheme. www.bpcareers.com 47
BP Analysis - SWOT • Demand for target market by other companies in the sector • Oil prices which affect recruitment demand • University partnerships in Russia due to shale oil exploration buy in • Length of the programme • Lack of options to choose from, very streamlined • Inadequate university partnerships • Master’s degree holder applicants only • Interaction with graduate candidates using social media: Facebook • Consumer brand awareness: Gas stations • Discipline based training + OTJT • Option for technical or management role upon graduation. Share Scheme Strengths Weaknesses ThreatsOpportunities
Ansoff Matrix – Move 1 Recruitment strategy: Fluor targets specific kind of skills in graduates coming from specific partner universities Move explanation: Fluor should target new partnerships with universities, especially in countries like Kazakhstan where the company is already doing business
Ansoff Matrix – Move 2 Training strategy: Fluor has traditional training methods Move explanation: Fluor should develop its training techniques to make its program more attractive for graduates 50
Ansoff Matrix – Move 3 Retention strategy: Fluor has a substantial benefits plan for its employees but apparently it is still not enough to retain its graduates Move explanation: Fluor should offer new and original benefits to its employees to differentiate from the competitors (career growth, work environment, social benefits) 51

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Final business competition presentation (1)

  • 1.
  • 2.
    Team.. Santhosh Prasad Indian Electrical Engineer ClaireTorelli French Finance Eruchalu Ije Nigerian Economics Sean Peter Huber Austrian Industrial Design Emre Yararbas Turkish Chinese Business Manikandan Sivasankar Indian Consultant & Entrepreneur 2
  • 3.
  • 4.
    1 • Petrofac 2 • Oiland gas industry Company background 46/26/2016
  • 5.
    18000 employees operatingin 27 countries for the past 32 years • Leading player in the oil & gas service industry • Annual revenue of $6.32 bn with a projected growth rate of 16.80 % • Two divisions: • ECOM-75 % of petrofacs revenue • IES • “Aim to be the world’s most admired oilfield service company” • Current strategy:1.Geographical expansion 2.Offshore expansion 3.IES implementation Company sets to increase its employee base to 21,000 by 2015 to cater the future opportunities in the brownfield and greenfield sector. Petrofac 5 Source: http://finance.yahoo.com/q?s=PFC.L 6/26/2016 Source:http://www.petrofac.com/index.asp?pageid=118
  • 6.
    Oil and gasequipment & services industry has a market capital of $3895 Bn providing a net profit margin of 7.50 % with projected growth rate of 15.84 %. Oil and Gas Industry Analysis 6 Source: http://www.ibisworld.com/industry/global/global-oil-gas-exploration-production.html Source: http://www.world-petroleum.org/docs/docs/speeches/wpc%20Presentation%20the%20Aging%20Workforce%202.swf 6/26/2016 • It contributes to producing 60 % of worlds energy. • Job opportunity in the oil and gas industry is expected to grow at the rate of 17 % by 2020. • Average age in E & P is 50 years • 40 -60 % of the aging employees will retire within next 5 -10 years • 30-40 % of the employees are in the average age of 30 years • Major players : With a growth rate of 15.84%, the industry is expected to experience a boom in its recruitment of required skills.
  • 7.
    Industry Analysis 1 • HRIndustry 2 • Situational Analysis 76/26/2016
  • 8.
    8 Source: http://www.fitchlearning.com/ae/industry-resources/white-papers/graduate-challenges Source: http://www.trainingindustry.com/professional-education/articles/rescuing-and-redefining-diversity-as-a-recruitment-and-training-goal.aspx 6/26/2016 HRIndustry Global recruitment market industry is expected to be worth $369 Billion by 2014 with an average annual growth of 5.4 % Recruitment The global market for training services is expected to be worth of $292 Billion by 2013 with an average annual growth rate of 2 % • Training involved classroom lectures, Practice exams, Practical training • 51% of companies deliver at least one training session via eLearning to over 50% of their employees, compared to 39% Training 66.5 % of people prefer the blended learning method 14.50% 66.50% 19% 0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% Formal Blended Learning Informal Gen Y learning Preferences
  • 9.
    37% 26% 2% 32% 3% Workplace support Individual variability Compensations jobquality Job demands On average O& G services industry has a retention rate of 95-96 % as of 2012 • Based on a survey it was found that Work environment and individual growth accounts to 60 % of turnover. • But still the attrition rate is very minimum compared to other industries due to the compensations 0% 20% 40% 60% compensation growth new skills • 51 % of the employees tend to leave the organization citing increased compensation • 31 % to pursue greater advanced opportunities Retaining 9 Source: Survey Monkey(http://www.surveymonkey.com/s/8SY583C) 6/26/2016 Graduates Perception Employees reason for leaving
  • 10.
    6/26/2016 10 • Currentstrategy of Petrofac HR department Situational Analysis • Opportunities We recommend the Renaissance Program ,to make use of the existing weaknesses as an opportunity to gain a sustainable competitive advantage in the current market Renaissance Program: • Leverage on the social media to increase the brand awareness • Having a structured academy & a blended training program (Formal & informal,Gamification simulation, mentorship) • Focusing on the employer satisfaction in depth (work environment,timings,mentorship) Weaknesses are our opportunities Can Petrofac have the best training academy to be the thought leader in the industry? Yes, Petrofac can be the thought leader in the industry by having the best training academy program..!! “..selected candidates were asked to write a purely technical exam, which secured hiring technical talent..” “..within the first few days the programme felt like any other university course, the readings and text book material could have been more interactive..” “..Mentors are a great way to see ones self through the eyes of others……..” “..It is our opinion that the graduate program could be structured more around achieving status……..” Name: Omar Aker Graduate Program Period:2010-2012 Location: Sharjah Department : Process engineering Mode of interview : Group interview No of participants:7 Location : Starbucks, MOE Date of interview : 28th July 2013
  • 11.
    Trends 1 • Common trends 2 •H.I.T ‘s 116/26/2016
  • 12.
    Common Trends inRecruitment & training The following have been found as the trends followed in the recruitment and training industry Recruitment: • Internal Recruiting (e.g. Promotion) • Employee referrals • Outsourcing • University Recruiting • Employing specialized recruiters • Online job portals • Social media (twisumes, Video resumes) Training: • Classroom lectures • Theoretical training • Training institutes • E-learning • PLE(Personal Learning Environment) 126/26/2016
  • 13.
    These H.I.Ts canbe leveraged upon by Petrofac as 37 % of the companies use social networks to research the potential job candidates. • Deloitte was awarded the best user of social platform for recruitment in 2012. • 49% of companies have benefitted by applying the talent pool technique High Impacting Trends (H.I.Ts): Leveraging on the Social Media for Recruitment 136/26/2016 Consumerization of technology and usage of market techniques in the recruitment process increases the efficiency of the firms recruitment by 35 % • 40 % of the total smartphone users in the age group of 20-35 years. • Usage of ipad for learning purpose has witnessed a Y-o-Y growth of 37 %
  • 14.
    Recommendations 1 • Academy StructureProposal 2 • Renaissance Program 6/26/2016 14
  • 15.
    Academy Structure Proposal Management Consultants(retired professionals, University professors, Industry experts) Trainers (Senior & Assistant) Graduates Strategic decision Making • Syllabus formation • Seminars • Conference • Training execution • Mentoring • On-Job-training • E-Learning • Simulations 6/26/2016 15 Renaissance Structure will assist Petrofac’s academy to perform efficiently and with economies of scale Reason: • To have a centralized decision making system for efficiency • To have a formal planning of budget for economies of scale Recommendation: • Management at the top level of the structure • Leverage on the expertise of the retired professionals, university professors, Industry experts,Mid- level managers in forming the syllabus • Leveraging on the skills of Petrofac training services to train the graduates Implication: • Increase in efficiency to centralized decision making • Thought leader in the industry * source: http://www.mindtools.com/pages/article/newSTR_54.htm
  • 16.
    * Current BrandAwareness 25 % • Providing options to the Graduates to Master the core competencies faster • Direct Stakeholder:Students,universities,Employees & Business Division, Government • Indirect Stakeholders:Competitors,Recruitment & training agencies, Government 6/26/2016 16 Renaissance Program Renaissance program allows the graduate employees to rediscover themselves and helps Petrofac in increasing its retention level gaining a competitive advantage Reason: • To increase the brand awareness among the graduates • To have a unique retention strategy for having a sustainable competitive advantage Recommendation: • Leverage on social media and Petrofac challenge • Focus on practical training, mentorship • Retention strategy targeting the professional and personal recognition Implication: • Increase in the brand awareness by 30 % in 3 months • Decrease in the time to autonomy of the graduates
  • 17.
  • 18.
    Renaissance Program-Recruiting “Online HiringTools Are Changing Recruiting Techniques” 6/26/2016 18 Renaissance Program Recruiting 1.Social media 2.Petrofac Challenge 3.University Scholarship Training Blended training structure Retention Revamping the recognition and environment to retain the talent * Sustainability-Maintain Sustainable Competitive advantage over its competitors * Strategy Duration • Short term (<6months) • Mid term (6 months) • Long term (>1 year) Mid Term (6 months) Strategy Duration * Sustainability* High Long Term (1 year) Low Short Term (<6 months) Reason: • To increase the brand awareness to 35 % • To increase in the quality of the graduate intake Recommendation: • Leverage on social media to increase the brand awareness • Introduce Petrofac challenge platform for recruiting • Introduce the scholarship scheme into Petrofacs recruitment strategy to have a candidate lock in Implication: • Increase in the brand awareness to 35 % in 3 months • Quality of graduate recruit increases by the challenge
  • 19.
    Social Media • Hirea Social Media Executive • Ask questions to the students • Reward the student who answers the question with a freebie • Post Graduate interviews • Post details about the GDP • Increase the content about the company • Update the information frequently • Increase the popularity of the page among Petrofac employees • Place banners, fliers of petrofac In the universities(Guerilla marketing) Social Media plays can be leveraged upon by Petrofac to increase its brand awareness by 34 % in 3 months • More than 1 Billion registered users • 901 Million active users/month • 60 % of students are active on Facebook daily 6/26/2016 19
  • 20.
  • 21.
    Petrofac Challenge Petrofac Challengecan be effectively used as a medium to source the graduates as well as to establish the brand presence among the students 6/26/2016 20 Petrofac Challenge What ? Design Simulation Challenge (University level) When? January to June(5 Step Process)Every year Why ? To increase the Brand awareness Source of recruitment Who? Challenge Core Team:Petroc Engineers, Academy Participants: University Graduates Petrofac Challenge Proposed Schedule Two days in Aberdeen, 3 days in London S/n 1 Flight Ticket: Return (British Airways) Dubai – Aberdeen Aberdeen - London 3000 X 5 845 X 5 15,000AED 4,225 2 Hotel Accommodation Accommodation + breakfast 3000 X 5 15,000AED 3 Feeding 900 X 5 4,500AED 4 Tourism package 300/person: 1,500 7,500AED TOTAL 46,225AED • The top 3 teams will be winners and the runner ups. • Prize allocation: • 1st Team - Acceptance to GDP+ Travel package • 2nd Team - Acceptance to GDP • 3rd Team - Offer for an internship
  • 22.
    University partnerships &Scholarships University Partnership: • Aim is to Inculcate Petrofac brand among the students • Leverage on the existing partnership with the universities to increase the brand awareness • Promote Petrofac’s social media page via fliers, banners (Guerilla Marketing) • Provide internships, Summer Project options to the partnered university candidates Reality Check: University of Washington(Bothell)- Cooperative Education system Scholarships: • Aim is to have a lock in of the candidate • Target :Technical training institutes • Sponsor the candidates 2 year engineering course in the partnered universities • Time to autonomy will be 2-3 years. • Consistent supply and lock in of the Graduates; which is legal in the GCC* Reality Check: US Airforce,Buildingcareers.org (Building and construction authority of Singapore 6/26/2016 21 Source: Networkers Incorporation
  • 23.
    6/26/2016 22 Renaissance Program Recruiting 1.Social media 2.PetrofacChallenge 3.University Scholarship Training 1.Training and mentoring proposal 1.Proposed Academy Structure 2.Proposed Calendar Retention Revamping the recognition and environment to retain the talent Renaissance program - Training
  • 24.
    Training and MentoringProposal 6/26/2016 23 66.5 %* of the graduates prefer to join a company that has blended learning and mentorship techniques Blended Learning: • Integrating oilennium (from Petrofac training services) with the Graduate development program for an effective blended learning • Mentoring – “sustained relationship between an employee and a trusted advisor” Mentor Selection Criteria • Based on HR Feedback • Based on Peer and junior employees feedback • Based on Project Experience * www.spe.com/training/researchresult2012
  • 25.
    Training-Academy Schedule Course/month Process Engand HSE Design T B Civil & structural T B Mechanical & Metallurgy T B Key Piping,layout & Pipelines T B Training Week Electrical T B Business week Control instruments & telecomms T B Visit Construction/Constructability T B Vacation Business Rotation Site rotation (50 graduates) Engineering Rotation (50 Graduates) Rotation OctJun Rotation Apr May July Aug SepOct Nov Dec Jan Feb Mar • 101 Module training will be provided to the graduates as e-learning (Virtual classrooms-optional). • An Assessment will be held on the first week of October on the e-learning • The Training is designed to have 2 Training weeks and 2 Business weeks (Exercise and business task) for each month • 2 bi-weekly simulation assessment /month(Gamification Simulation from Petrofac Training services) • Graduates are provided with option to return to the academy as assistant trainers after their rotational period 6/26/2016 24 Hands on training and Classroom lectures blended together increases the efficiency of the graduates by 48 %* 101 Module training converted to e-learning format Access provided to students as soon as they are recruited
  • 26.
    Renaissance program -RETENTION 6/26/201625 • Reasons: • To retain the talent within the organization • 54 %* of the people would like to have a flexible work environment and good career growth path • Recommendations: • “Better retention starts with better recruitment and training” • Retention through Professional Advancement Opportunities(Peer mentoring, Career growth, Compensation) • Feedback documentation appraisal by HR department for Line Managers on graduate trainee performance • Retention through Personal Recognition(Flexibility in work schedule, retention reward programs, employee recreational benefits) • Team recognition with: incentives such as team getaway packages Impact: • Productivity level of a satisfied employee is 30 % more higher * 97% of graduates hired since 2010 are still working for Petrofac Source:http://www.petrofac.com/index.asp?pageid=97 Renaissance Program Recruiting 1.Social media 2.Petrofac Challenge 3.University Scholarship Training 1.Proposed academy structure 2.Revised Retention 1.Flexible work environment 2.Professional & personal recognition
  • 27.
    6/26/2016 27 Timeline andCost Resources MOVE RESOURCE COST Recruitment Social Media Current Petrofac Staff Nil Challenge Current Petrofac Staff 47,000aed Scholarships Universities 30,000aed X 5persons = 150,000 Internships Universities 2,000 X 5 = 10,000 Summer Projects Universities Nil Marketing Materials Internal N/A Mentoring & Training Structure Management Nil Selection Management Nil E-learning Oilennium Nil Retired Professionals Honorariums per visitation: flight tickets, pocket money, accommodation University Professors Industrial Experts Retention Time Flexibility Management Nil Team Packages Management 1,200/team/quarter Retention Reward Programs Management Point Accumulation technique Total 161,200 AED Activities Social Media Challenge University Partnership Scholarships Move 2 Training Graduate Program Flexibility Benefits Move 3 Retention Year 1 Year 2 Move 1 Recruitment
  • 28.
  • 29.
    Summary 6/26/2016 26 Recruitment: Usingsocial media to attract the necessary candidates Training: Using eLearning, Simulations, mentorship, site trainings Retention: Using unique employee packages
  • 30.
  • 31.
    Exhibits • Survey Results •Industry Analysis • Competitor Analysis • Group interview • Ansoff matrix 31
  • 32.
    Very Similar VeryDifferent Very Different Very Similar Type of Offering Type of Market 1 1 5 5 Competitor Map 32
  • 33.
    Survey Results Survey Details TargetedSample 150-200 Attended 100 Target Market Fresh Graduates, Engineering students Survey Based on • Location • Discipline • GDP selection criteria • GDP duration • Type of training • Brand Awareness Survey conducted on: Survey monkey Link to survey: http://www.surveymonkey.com/s/NHJ3VBV 33
  • 34.
    0 1 12 2 3 3 4 4 5 Compensation benefits Career growth Training programs Programme duration Brand Awareness Graduate Development Program Selection criteria Survey conducted on: Survey monkey Link to survey: http://www.surveymonkey.com/s/NHJ3VBV 34
  • 35.
    Survey Results Asia 49% Africa41% Europe 5% Middle East 5% Mechanical 22% Civil 11% Chemical 14% Petroleum 8% Others (electrical,archit eture,computer eng,ECM) 44% 6-12 months 67% 1-2 yrs 31% 2-3 yrs 3% 0% 10% 20% 30% 40% 50% 44% 22% 25% 6% 3% Program Duration DisciplineLocation Brand Awareness 35
  • 36.
    Survey Results 37% 26% 2% 32% 3% Workplacesupport Individual variability Compensations job quality 0% 20% 40% 60% compensation growth new skills Employee Preference Employee attractiveness Source :www.surveymonkey.com Survey Details Targeted Sample 150-200 Attended 100 Target Market Employees, Fresh Graduates Survey Based on Retention and Attractiveness 36
  • 39.
    Oil and gasequipment & services industry has a market capital of $3.89 trillion providing a net profit margin of 7.50 % with projected growth rate of 15.84 %. • O & G service sector contributes to producing 60 % of worlds energy • Major players – Schlumberger,Petrofac,Shell,BP,Technip,Saipem • Job opportunity expected to grow at the rate of 17 % by 2020. Recruitment •30 % projected growth in recruitment. •HR department strengthen to lock in capabilities •Trends: Internal recruiting, University Recruiting, employee referals,GDP Training •Avg annual growth rate of 2 % •Shifting towards PLE •51 % companies deliver training via e-learning for 50 % of the employees •Trends: Classroom lectures(Training 1.0),E-learning , PLE(Training 2.0) Retention •Avg retention rate of 95-96 % in O & g service industry •Work environment and individual growth accounts 60 % of turnover •Attrition rate minimum due to compensation •30-35 % prefers job quality for staying Industry Analysis 39
  • 40.
    Training industry: • Industrydevelops into Personal learning environment • learners have the ability to take control of his or her own learning experience. • 61% of Mandatory or Compliance Training is delivered online • 51% of companies deliver at least one training session via eLearning to over 50% of their employees, compared to 39% . • 70 % of companies expected to gamify their learning process( gamification process)
  • 41.
    Analysis • Maria TecnimontSpA is an International publicly registered group with segments in: Engineering & Construction E&C, Technology & Licensing, Energy & Ventures • With the Engineering & Construction being the highest source of revenue generation with €1,810M in 2012. • Market Capital: € 206.19M, Revenue: € 2.0B, EBIT: € 18.7, and projects in our 21 subsidiary locations spanning across 7 continents of the world. • Located in Rome, Italy, with presence in approximately 30 countries, with about 4,997employees worldwide. The company has grown over the years by reason of acquisition. 41
  • 42.
    Tecnimont Analysis 1810 177 199 Maria TecnimontRevenue by Business Segment Oil & Gas & Petrochemicals Power Infrastructure & Civil Engineering 58%18% 3% 7% 11% 3% Maria Tecnimont Employees by Business Segment Engineering Oil & Gas & Petrochemicals Power Infrastructure Other Technical Area Sales With the oil & gas & petrochemical segment being the bulk source of revenue, it also constitutes the major field for recruitment. For skills in: chemical, civil, petrochemical engineers, and geophysics. 42
  • 43.
    Compa ny Busine ss Segme nt & USP Category of Competiti on Mode of recruitment Emplo yee base Engineering departmentskills Graduate Prog Retenti on Rate (%) Time frame for prog. Recruitment Process Remuneration Oil & Gas Saudi Aramco Oil & Gas, Renewab le energy Client Competitor Online application, College continuation Program 52,000 Electrical, Mechanical, Petroleum, Physics, Marine, Refinery, Project Mgt No 99.75 3years Application, Psychometric & aptitude tests, orientation, offer 22,000 Health benefits, Education, travel & leisure Gazprom Oil & Gas, LNG, Transpor t Indirect Online, University partnership, Fairs 393,000 Every Department Yes 99.9 Online application and testing, phone interview,assessment day, Final assessmnt, Offer Health insurance, accident insurance, bonuses, salary BP Oil & Gas, LNG, Marine Indirect Online, University fairs, partnerships 87,500 Geoscientists, petro physicists, mechanical technicians, Business enterprise Yes 95 2-3 years Salaries, bonuses, pension, health insurance, paid travel, CSR Oilfield Services Schlumb erger Seismic, Dilling, Prod. Direct Online, Partnerships with universities, job fairs 120,000 + Military Mechanics & technicians, Geoscientists, Engineering researchers Yes 3years Online, testing, phone interview 34,000, health benefits, retirement plan Flour Oil & Gas, Biofuels, Infrastr. Project mgt Direct Online, Partnerships, Funds/scholarshi p, fairs 41,000 Any engineering Yes 4years Online Health services, Dental coverage, life & accident coverage, Retirement plan Academies Rolls Royce Civil and defence aerospac e,marine ,energy Indirect Online,career fairs,referal 50,000 (group base) Yes 98 % 1-2 years University interviews,career fairs,personal interviews Avg salary - $70,000 Volkswa gen Automot ive Indirect Online,career fairs,referal 501,956 Yes 96 % 1-2 years University,personal interview,refereal
  • 44.
    Tecnimont Value Chain Recruitment •Online, Institute partnerships • 70 graduates yearly • University/High school Graduates with skills in: Engineering, Economics, Geology, Agrarian studies Training • 3 weeks, 120 class hours • Mix of theory and practice modules. • 30% of course participants will be employed on active construction sites • The training is run in partnership with ASSOIL • Courses on: Project Management, Economy & Finance, Specialized Technical courses, Languages, Inserting Retention • Remuneration/Bonuses www.mariatecnimont.com 44
  • 45.
    Tecnimont - SWOT STRENGTH Growingpresence in the middle east Strong referral network in Europe Strong Subsidiary presence across continents WEAKNESS Small number of university partnerships Improper graduate trainee structure Lack of compensation derivatives for employees Inadequate training syllabus compilation OPPORTUNITY Increasing university partnerships in key locations High school partnerships in Europe and Middle East Development of the curricula with training institutes Development of a structured e-learning platform across all Tecnimont locations THREAT Growing competition for skill set by competitors Poaching of trained personnel by competitors Loss of graduate applicants to the company leading to vacuum in the company With the growing presence in the middle east, Tecnimont can increase its university partnerships, using field-trips to also catch the interest of high school students in the industry. 45
  • 46.
    • British Petroleumis a multinational oil and gas company headquartered in London, England, United Kingdom. Operating in areas such as: exploration & production, refining, distribution and marketing, petrochemicals, power generation, trading and renewable energy. • Having a global presence in approximately 80 countries, with about 85,900 employees worldwide. • Market Capital: $135,555.70, Revenue: $107,214M, EBIT: € 18.7. BP Analysis 46
  • 47.
    BP Analysis -Value Chain Recruitment: Online, University partnerships, Internships, Facebook. 1000 graduates by 2014. Graduates of Engineering with 2.1 degrees. Online assessment, face-to-face technical interview, team assessment Training/Development: 2 - 4 year Graduate Challenge. Training based on business segment deployment. Specific Discipline training with 25 – 30 days of training each year, on both internal and external courses. Personal development plan with mentor, annual assessment. On-the-job training with e-learning blend of scenario and simulation based approaches, based on real BP sites. Retention: Pension Scheme, Career development into either Technical or Management roles. Employee assistance, Flexible working hours, Holidays, vacations and career breaks, Discounts, Share pay scheme. www.bpcareers.com 47
  • 48.
    BP Analysis -SWOT • Demand for target market by other companies in the sector • Oil prices which affect recruitment demand • University partnerships in Russia due to shale oil exploration buy in • Length of the programme • Lack of options to choose from, very streamlined • Inadequate university partnerships • Master’s degree holder applicants only • Interaction with graduate candidates using social media: Facebook • Consumer brand awareness: Gas stations • Discipline based training + OTJT • Option for technical or management role upon graduation. Share Scheme Strengths Weaknesses ThreatsOpportunities
  • 49.
    Ansoff Matrix –Move 1 Recruitment strategy: Fluor targets specific kind of skills in graduates coming from specific partner universities Move explanation: Fluor should target new partnerships with universities, especially in countries like Kazakhstan where the company is already doing business
  • 50.
    Ansoff Matrix –Move 2 Training strategy: Fluor has traditional training methods Move explanation: Fluor should develop its training techniques to make its program more attractive for graduates 50
  • 51.
    Ansoff Matrix –Move 3 Retention strategy: Fluor has a substantial benefits plan for its employees but apparently it is still not enough to retain its graduates Move explanation: Fluor should offer new and original benefits to its employees to differentiate from the competitors (career growth, work environment, social benefits) 51