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

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

The Al Shaheen field Qatar’s largest offshore oil development

A central role in Qatar’s energy mix Developing one 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

Specialists in applied technology 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

Unlocking human potential Global experience, local impact

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

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

70% on-the-job experience Development philosophy - 70/20/10 Approach Real responsibilities – real career development ‘On-the-job’-challenges, taskforces, special projects, mobility assignments, targeted stretch experiences 70% on-the-job experience 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. 20% feedback Books, seminars, workshops , e-learning, podcasts. Project planning, MS Excel, typewriting, basic economics Good fit with narrow skills-gaps. 10% courses

Qatar Case Study

Talent identification framework – local adaption Segmentation of workforce Performance over 3 years Potential Middle 60% Highest 30% Lowest 10% 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

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

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

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

Unique challenges Engaging environment Rewarding careers

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

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