Context overview Main challenges and consequences Solution perspectives

1. LEVERAGING THE TIME OF EXPERTS TO SPEED-UP THE DEVELOPMENT OF YOUNG ENGINEERS AND GEOSCIENTISTSSchlumberger Business ConsultingParis – June 2005

2. LEVERAGING THE TIME OF EXPERTS TO SPEED-UP THE DEVELOPMENT OF YOUNG ENGINEERS AND GEOSCIENTISTS Summary. • Context overview • Main challenges and consequences • Solution perspectives • The way forward – setting a blended learning organization

3. SITUATION An ageing pyramid of technical professionals together with the need to internationalize its workforce; Technical training is handle by a small group of central experts that dedicate a small part of their time providing class room sessions; Affiliates’ engineers are almost never trained; Some new ways of training were under test in a remote mode within foreign affiliates. ISSUES How to increase efficiency of organizational learning? How to shorten the “time to competency” for new talents? How to reduce competency gap between headquarters’ and local staff? How to train more employees across a broaden geographical spread? LEVERAGING THE TIME OF EXPERTS TO SPEED-UP THE DEVELOPMENT OF YOUNG ENGINEERS AND GEOSCIENTISTS / CONTEXT OVERVIEWAn E&P western company facing a major challenge - an aging technical population that has to be replaced by young talents.

4. TRAINING CAPABILITY CONSTRAINTS Tremendous increase of the training needs in the next five years (>200%) Experts able to deliver training represent less than 10% of the overall technical population; Today, experts can allocate maximum 15% of their time for training activities. LEVERAGING THE TIME OF EXPERTS TO SPEED-UP THE DEVELOPMENT OF YOUNG ENGINEERS AND GEOSCIENTISTS / MAIN CHALLENGE & CONSEQUENCESTraining capabilitiesis limited and cannot cope with increasing needs linked to internationalization and new recruitments. 100% TECHNICAL SUPPORT TO AFFILIATES % of time spent in training people 15% TRAINING DELIVERY 10% 25% 50% 100% % of experts involved in training

5. LEVERAGING THE TIME OF EXPERTS TO SPEED-UP THE DEVELOPMENT OF YOUNG ENGINEERS AND GEOSCIENTISTS / SOLUTION PERSPECTIVESFinding the right balance requires making important choices. Utilizeexternal providers to complement the need Driver is: external partnerships Maintain expert capabilities as of today CLIENT CHOICE Leverage the experts’ time dedicated to training (shared centers / blended learning / ...) How to cope with the training effort required in the next five years? Driver is: expert time spent by trainee Increase the proportion of experts willing to be involved in people training Reinforce expert capabilities asap Driver is: expert capabilities

6. « Leverage expert time with blended programs » « Motivate & learn more people to teach » 15%« With blended» « Consider training as chargeable projects » 15% « Open training to external consultants » 10% As Is 50% 100% 120% LEVERAGING THE TIME OF EXPERTS TO SPEED-UP THE DEVELOPMENT OF YOUNG ENGINEERS AND GEOSCIENTISTS / SOLUTION PERSPECTIVESSelected strategies to leverage experts’ time. • % of time spent in training people % of expertsinvolved in training

7. Training Self-learning On-the-job Coaching Experience Sharing LEVERAGING THE TIME OF EXPERTS TO SPEED-UP THE DEVELOPMENT OF YOUNG ENGINEERS AND GEOSCIENTISTS / SOLUTION PERSPECTIVESOur recommended strategy leverage Schlumberger experience with blended learning. • Schlumberger definition proposed to EAGE, 2004: • “A mix of competence development solutions (training, e-learning, coaching, knowledge sharing,) embedded into structured development paths and supported by a variety of actors playing specific roles (mentor, trainer, coach) in order to enhance the acquisition of competence, while monitoring this acquisition through a dedicated system” Competency acquisition ways Corresponding roles Trainers Trainee Tutor Coordinator

8. Mgr Trainee Expert Coordi-nator Tutor LEVERAGING THE TIME OF EXPERTS TO SPEED-UP THE DEVELOPMENT OF YOUNG ENGINEERS AND GEOSCIENTISTS / THE WAY FORWARD Client’s choice to set a Blended Learning Organization. Blended Learning Organization Its impact on expert time Organization of training path 1,5 Coordinator 2 1,5 Tutor Expert time 0,5 Rare & specific Difficult to outsource Basic and/or genericCan be outsourced Traditional Blended

9. LEVERAGING THE TIME OF EXPERTS TO SPEED-UP THE DEVELOPMENT OF YOUNG ENGINEERS AND GEOSCIENTISTS / ANNEXESAnnexes.

10. LEVERAGING THE TIME OF EXPERTS TO SPEED-UP THE DEVELOPMENT OF YOUNG ENGINEERS AND GEOSCIENTISTS / ANNEXESClient context and issues. • To compensate an major crew change (retirement of many experts imminent) , an IOC had to multiply by 2 the number of recruitments of G&G specialists & engineers and by 3 the number of hours of training during the 3 first years • Training had to be organized everywhere (Complexity factor) • Training capacity relies on expert availability (Limitation factor) • Key stake is to maximize the right utilization of experts’ time

11. TRAINING CAPABILITY CONSTRAINTS Tremendous increase of the training needs in the next five years (>200%) Experts able to deliver training represent less than 10% of the overall technical population; Today, experts can allocate maximum 15% of their time for training activities. LEVERAGING THE TIME OF EXPERTS TO SPEED-UP THE DEVELOPMENT OF YOUNG ENGINEERS AND GEOSCIENTISTS / MAIN CHALLENGE & CONSEQUENCESTraining capabilitiesis limited and cannot cope with increasing needs linked to internationalization and new recruitments. • DELIVERING TRAINING ~ 15 % • TECHNICAL SUPPORT TO AFFILIATES % of time spent in training people ~ 85 % ~ 70% ~ 30% % of expertsinvolved in training

12. LEVERAGING THE TIME OF EXPERTS TO SPEED-UP THE DEVELOPMENT OF YOUNG ENGINEERS AND GEOSCIENTISTS / SOLUTION PERSPECTIVES How to support the training effort required in the coming years?

13. LEVERAGING THE TIME OF EXPERTS TO SPEED-UP THE DEVELOPMENT OF YOUNG ENGINEERS AND GEOSCIENTISTS / THE WAY FORWARDThe way forward - designing a Global Training Program. • Analyze, understand and articulate need for change: • First forecast recruitment needs; then assess detailed training effort; • Analyze the advantages of new ways of training and estimate workload; • Validate need for change with management and get commitment. • Detail organizational scenarii and agree with top management most suitable option. • Define high-level organization to support the global training program. • Design or confirm new processes to make the organization work as intended. • Establish transitional and change management priorities. • Implement change.