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Maersk Oil: Unlocking Potential on a Global and Local Scale

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. 4. 3. 1. Companies of particular strategic importance:. Operate mainly in the shipping and energy industries

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Maersk Oil: Unlocking Potential on a Global and Local Scale

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  1. Maersk Oil: Unlocking Potential on a Global and Local Scale Ricardo Sookdeo Head of Group Talent & Performance Management

  2. A.P. Moller-Maersk: Group overview 2 4 3 1 Companies of particular strategic importance: • Operate mainly in the shipping andenergy industries • 130 countries wordwide • Approx. 121,000 employees globally • 2012 revenue: USD 59 billion Shipping 1: Maersk Line 2: APM Terminals Energy 3: Maersk Oil 4: Maersk Drilling

  3. Maersk Oil: from local to global player Expansion of geographical focus 2002 2014 Denmark Kazakhstan Norway Algeria Qatar UK Denmark Kazakhstan Kurdistan Algeria Qatar USA 1992 Abu-Dhabi Angola Brazil

  4. A central role in Qatar’s energy mix Developingone 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

  5. 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

  6. Title of presentation | Global Reach Global Experience Global Opportunity Strategy Capabilities Specialist Talent

  7. LEADING AN ORGANISATION 4 LEADING A FUNCTION 3 LEADING LEADERS 2 LEADING OTHERS 1 LEADING ONESELF • ‘Assignmentology’ • Experiences rather than positions • Taking lead on projects • Exposure to people, clients, networks • Tailor-made hypercare Transitioning through Leadership Pipeline

  8. Development philosophy - 70/20/10 ApproachReal responsibilities – real career development • Mentoring, coaching, counselling, shadowing, frequent feedback from peers, exposure to core people, interaction with leader • Good fit with capabilities related to leadership, personality and to some extent practical skills. • Books, seminars, workshops , e-learning, podcasts. • Project planning, MS Excel, typewriting, basic economics • Good fit with narrow skills-gaps. 20% feedback 10% courses 70% on-the-job experience • ‘On-the-job’-challenges, taskforces, special projects, mobility assignments, targeted stretch experiences

  9. Talent identification framework – local adaptionSegmentation of workforce Potential Develop in current position 1 band higher within 2 years 2 bands higher within 2-6 years The ‘Talent Pool’ Identify employees with potential to grow in the organisation Highest 30% Middle 60% Performanceover 3 years Lowest 10%

  10. Qatarization Development Framework 2. Discuss 1. Assess & Review 3. Execute Career Review Career Development Segmentation Framework Career Planning Leadership talent pool 70/20/10 Approach • What to do next? • How to fill identified gaps? Annual meetings Technical specialists SUPPORT LEAD EXTERNALSUPPORT* Q’zation Employee M’ger Coach Bi-Annual Follow-up SUPPORT LEAD EXTERNAL Coach M’ger Employee Q’zation

  11. Transitional development: Shadow support Taking responsibility Learning the role Being a leader Qatari ‘employee’ shadows leader Qatari assumes leadership role Leading a team

  12. Accelerated Development Cross-posting – international experience Transitional development support Executive Leadership Development Facility - Rolighed, Denmark

  13. Unique challenges Engaging environment Rewarding careers

  14. Building a legacy in Qatar The past The future • Aim to quadruple Qataris in leadership and senior specialist roles before end 2017. • 40% increase in Qatari leaders in past 2 years • 50% increase in Qatari employees with university degrees • 20% increase in Qataris within technical disciplines Future Heritage

  15. Thank-you for your attention.

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