schlumberger people - international energy forum...with over 170 different nationalities working in...
TRANSCRIPT
Schlumberger PeopleAhmed El-ToukhyVP HR, Middle East & Asia-Pacific
Schlumberger-Private
Contents
Background Managing the cycle The importance of diversity The SLB HR Imperative: People Development
Schlumberger-Private
We’ve been here for 80 years
Bahrain 1938
Kuwait 1939
UAE 1950
Saudi Arabia 1937
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MLC - 2007 SDCR - 2006 MECRE – 2015 Dubai Regional Distribution Center - Jebel Ali Many manufacturing facilities
Schlumberger-Private
Jean-Riboud Speech – March 17, 1981
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Schlumberger-Private
Managing the Cycle
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Protecting our investment Developing our talent Preparing for the future
28%
17%
4%
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FE FS MT PTE Other
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FE FS MT PTE Other
Schlumberger-Private
Diversity – the Key to a Sustainable Talent Pool
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Approximately 100,000 Employees
Working in more than 85 Countries
Representing 140 Nationalities
Among which 10,000 Women
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With over 170 different nationalities working in Schlumberger, nationality diversity is truly in the company's DNA, and this did not happen over night. The diversity we enjoy today is a direct result of some extraordinary far sighted decisions that we made as a company 30+ years ago which have fundamentally shaped our company into the organization that it is today: - The decision to pay all engineers working internationally the same regardless of their country of origin and - The decision to recruit where we work. � We simply do not believe that any single nationality has a monopoly on talent and that opportunity should be equal to all, irrespective of one’s nationality.� �The result is the extraordinary melting pot of talent that we all experience within Schlumberger every day.
Schlumberger-Private
Our industry needs the best people therefore better gender balance:– Talent– Leadership– Innovation– Engagement
Business Case for Gender Balance
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Moving from nationality diversity to Gender Balance where it’s not only the right thing to do but there’s a compelling business case: - First, it’s about Talent: Companies simply must actively recruit women if they hope to access the full talent pool to develop the most skilled and talented workforce. - The second one is Leadership. Numerous studies have shown that companies with greater gender balance among their leaders outperform their less-balanced competitors in terms of profitability. - The third one is Innovation. Producing leading edge technology is core to our culture and values, and is critical to serving our clients. There is more and more evidence that gender-balanced teams are more creative and innovative. - The fourth one is Engagement. Diverse work environments, through the combination of diverse thinking, experiences, and interests, are key enablers of highly engaged work-teams. A study by Gallup concluded that companies with high employee engagement have 3.9 times the earnings per share of competitors. These are a few of the strategic business cases as to why it is important to have Gender Balance in the workforce.
Schlumberger-Private
There are several key enablers to our success– Schlumberger Strong HR Foundation– Recruiting Focus– Female-Friendly Environment– Women in Leadership
Gender Balance Enablers Talent Identification
High Value Emp. Flagging
Succession Planning
Connect Women Dual Career Mobility Teleworking, flexi-hours
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Let me share our key enablers to building success on gender diversity. First, we have a strong foundation of HR practices with clear HR principles defining how we attract, retain, and manage our personnel. Talent identification including succession planning and high value identification is a well-established procedure. And lastly, we have tools in place to drive and build successful careers. These tools are in-place for the entire population at SLB but we also highly rely on them to drive gender-focused initiatives. Next, we put a heavy emphasis on recruiting. We set clear targets on percentage of new recruits that were female and made sure we delivered on those targets. In 1994, the target was 25%, in 2015, we recruited 31% women fresh-out new-hires. We are active on-campus at various universities in participating on gender diversity initiatives and forums. And lastly, we deliberately involved key female employees in our recruiting efforts by assigning them as sponsors to help female recruiting efforts at our targeted universities. While we have been quite successful in recruiting females, we found that retaining females was the more challenging aspect. The field environment is often challenging for everyone, and at times even more so for females. So we came up with minimum requirements for field locations to identify “female friendly locations” addressing aspects such as restroom, sleeping facilities, assign at least 2 women to a crew (not 1 woman isolated). But beyond the field environment we also realized that there were specific challenges related to gender diversity that needed to be addressed around dual careers and maternity benefits, but also different managerial styles. Some of the actions we took included: - A Gender Balance Steering committee made of female and male managers to help implement relevant action plans - Connect Women. Launched in 2007. This is a network run by and for women to provide guidance and support to each others on career and lifestyle issues. Today it has over 3500 members. - Mentoring. Both formal and unformal initiatives - Global maternity, paternity and adoption guidelines. 12 weeks paid, 12 weeks unpaid as minimum standard globally. 1 week for fathers. - Teleworking and flex hours options when and where applicable - Dual career mobility or establish a more consistent approach to support working couples, an important topic that I will touch on later. - Ambassadors appointed across the organization to drive communication and training in their area. We have clearly taken steps to create not just a more female friendly environment… but a more family friendly environment also which turns out to benefit of all our employees, males and females. Lastly… A key enabler has been focusing on building careers and making sure Females have support and tools needed to rise to the top and achieve leadership positions. We see that it takes around 15 years from hire at graduate level to reach VP/GM/Principal level. Some of the steps we’ve taken include: - Continued focus on women in our talent processes. This includes succession planning, high value flagging, development plans. We are quite proactive in making sure women are identified, developed, and considered for key leadership roles. - We have tweaked our Management Training courses. A group from our 2010 Gender Forum suggested that maybe an Assertive, Alpha-male directive style was preferred and rewarded in Schlumberger, and that a less aggressive, more participative style was not as valued. We incorporated balance leadership behaviors into our management training. - We rolled out a Gender sensitivity training course for managers after a successful pilot in 2013 - We published a Business case video that has been widely viewed. - We host Women in Leadership workshops which target high value female employees. The workshop explores the questions around female careers, how they can improve, and what actions they should take that are both workable and sustainable. - Lastly, we implemented “A Day in the Life” sessions throughout all the learning centers globally. The aim of “A Day in the Life” is to connect female trainees with some Schlumberger Managers to learn more about what they do, and the wide variety of career options out there for them in Schlumberger. The session allows them to see what a particular job is really like, to spark their interest and curiosity for the future. The ultimate goal is to inspire them to aim high and show them real life examples of ladies who have been successful in SLB already.
Schlumberger-Private
Developing our people: The strength of SLB HR
It’s not only about compensation, benefits and personnel policies
Promotion from within Strategic workforce planning Top Tier development – thorough development plans for Top Potential Challenge – non obvious moves Succession planning
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Discomfort
Schlumberger-Private
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Thank You. It has been a pleasure being with you today.