1. PILOT / DTI Business to Business Mentoring Initiative CASE STUDY PHASE 1 October 2000 – May 2002 MENTOR Andy Leadbetter, BP MENTEE Alex Hayward, Pearson Harper

2. Background Information Andy Leadbetter Job History 1985 – Joined BP as Petroleum Engineer in Norway 1987 – Reservoir Engineer in EOR Group, London 1989 – Reservoir Engineer, Forties 1992 – Commercial Analyst, Wytch Farm 1994 – Operations Engineer, Wytch Farm 1997 – Safety Advisor, Aberdeen 1999 – ARCO Integration Coordinator for SNS 2000 – Business Information Manager, SNS 2002 – SBU Transformation Team Mentoring Objectives Improve understanding of issues facing SMEs Develop understanding of mentoring and practice the skills Use Pearson-Harper as a sounding board for internal BP projects. Alex Hayward Job History 1989 – Joined HNL Instruments as Development Engineer 1990 – Area Sales Engineer 1995 – Sales & Marketing Manager 1997 – Sales & Marketing Director 1999 – Joined Pearson-Harper as Business Development Manager 2000 – Business Development Director and Company Secretary Mentoring Objectives Improve understanding of Oil & Gas sector business drivers Align company services with Oil & Gas sector drivers Identify decision makers and decision making process

3. Building Relationships Relationship worked well from beginning – shared understanding of goals and boundaries. No involvement from DTI/Urquhart Partnership in meetings P-H entered this in the right spirit. They didnt try to use it as an opportunity to get BP business P-H went to great lengths to avoid potential conflicts of interest

4. Process Mainly 1-1. Occasional involvement of other P-H managers to discuss specific issues Monthly all day meetings at P-H office in Billingham. Occasional meeting held at BP in Aberdeen. 1 or 2 meetings replaced with phone call. Objectives developed individually, then discussed and agreed Website used infrequently M&M clubs attended occasionally BP mentors met 3-4 times to discuss progress and share experiences

5. Mentor Objectives D2D project delayed, but picked up useful tips from P-H on information management that we will use. Use Pearson-Harper to sense- check SNS Data to Desktop (D2D) and Info Management projects as they progress. Met Peter Davison (Pearson Harper mentor) to discuss approaches to mentoring. Got some good tips from Peter that will help me to improve my performance in this area. Develop my understanding of mentoring and practice the skills required to do this effectively. Now more aware of issues facing SMEs and the barriers that large organizations can sometimes unwittingly impose e.g. unclear who the decision makers are in organizations, clear communication to SMEs about what our priorities are to help them meet our demands, importance of cash flow Get a better general understanding of issues that affect SMEs so that we might be able to make any appropriate improvements in our processes. Performance IndicatorsObjective

6. SME Objectives Now have better insight into the type of people P-H should be approaching. Also understand factors effecting the decision making process. Identify decision makers and decision making process. Have re-aligned company services to appeal to all phases of an assets lifecycle – from design through to de-commissioning Align company services with Oil & Gas sector drivers Now have better insight into wide range of drivers, including production, time to first oil, safety and environment. Also understand how drivers can change depending on economic climate Improve understanding of Oil & Gas sector business drivers Performance IndicatorsObjective

7. Lessons Learned Decision makers in large organisations are often unclear to SMEs – wasted effort trying to enrol the wrong people Dont expect SMEs to give something for nothing (endless free consultation) Required more than 2 days/month to meet DTI expectations Active BP support waned following change of senior management. Line management often unaware of initiative DTI and Urquhart Partnership should be involved in initial meetings between mentor and SME to ensure ground rules are understood. Great development opportunity – improved coaching skills and better understanding of SME issues Appreciate the pressures individuals within the sector face. Understand why it is so difficult to track them down, set up meetings and obtain feedback. Also why it can take so long to reach a decision. Sometimes, even when you offer a service the client wants to implement, they dont have time to produce a business case/raise finance or manage the project. P-H learned more about attaching tangible benefits to their service. Due to logistics, it was not practical to attend many M&M sessions Logistics did not prove too much of a problem in this case, but did add to the expense ( mainly on mentors part )