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 overview2 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

3. 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

4. The Al Shaheen field
Qatar’s largest offshore oil development

5. 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; employees offshore; 700 onshore; 25% Qatari workforce

6. 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

7. Unlocking human potential
Global experience, local impact

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

9. 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

10. 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

11. Qatar Case Study

12. 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

13. 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

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

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

16. Unique challenges
Engaging environment
Rewarding careers

17. 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

18. Thank-you for your attention.