25TH APRIL KEYNOTE SPEAKERS

13:00 – 13:30 Opening Address Global MD for Accenture Strategy Energy will welcome participants and then open up a quick discussion to collect the most pressing concerns of the industry.

13:30 - 14:30 Debates on key trends and scenario in Oil & Gas industry IEA will present scenarios for the global oil market and for the energy transition. Keynote speaker: Kamel Bennaceur, Director for Sustainable Energy Policy at the IEA

14:30 - 15:15 Workforce of the Future: culture, mindset and values Big crew change in oil & gas industry puts new generation in the leadership positions at progressive rates. New leadership models will shape workforce in a completely different way. Keynote speaker: Huda Al Ghoson, Executive Director - Human Resources, Saudi Aramco

15:30 - 16:15 A story of merging two cultures: Shell/BG deal Shell/BG deal is enormous in its complexity and revealing opportunities. The companies join not only complimentary asset portfolio, but also cultures that are very different. Keynote speaker: Jorrit van der Togt, EVP HR Strategy & Communication, Shell

16:30 - 17:15 Lessons from another cyclical industry Rio Tinto, world leading mining company, will present its view on living through the industry cycles. Keynote speaker: Hugo Bague, Group Executive, Organization Resources, Rio Tinto

17:15 – 18:15 Results of HR benchmark 2015-2016

Accenture Strategy Upstream will present the results of 12th HR benchmark covering new �indings from the quantitative surveys of 30+ participants from all over the globe.

Keynote speaker: Jean-Marie Rousset, Managing Director, Accenture Strategy, Energy, Upstream Lead

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26TH

APRIL MORNING SESSION: AGILITY IN WORKFORCE

AFTERNOON SESSION: WORKFORCE OF THE FUTURE

SPEAKER

COMPANIES

9:00 – 10:00 Protecting the Core capabilities

Core workforce is a multi-disciplinary population critical to company

success in both the medium and long term. It holds all the critical

capabilities necessary to pursue strategic company objectives.

MOL

Woodside

Kelly OCG

Schlumberger

10:00 – 11:00 Flexible Workforce Best Practices

Flexible workforce, complementing the Core workforce, is becoming an

essential lever in responding to cycles, requiring collaboration and diligent

management of the extended PTP workforce that includes contractors.

11:15 – 12:15 Scenario based strategic workforce planning

Oil price volatility affects all aspects of a company’s HR strategy from

recruiting and training to staff allocation. HR has to be ready to deal with

uncertainties and volatility by adopting a scenario based approach.

12:15 – 14:00 Lunch

14:00 – 15:00 Workforce of the Future: behavior, mindset and values

Steep declines in recruiting currently is setting the industry up for a well-

known trap: diminished campus image, difficulty in attracting top engineers

and reductions in training investments. Mindset shift essential from viewing

new graduate recruitment and training as a cost to viewing it as a long lead-

time investment.

BP

Total

Schlumberger

Accenture

15:00 – 16:00 Technology enabled workforce

Technology will shape workforce in a completely new way. Like other

industries, oil & gas has to embrace a new wave of innovations fueled by

data management, robotics and digitalization.

16:15 – 18:15 The Scenario Game

Groups will work on contrasting but realistic scenarios. Each group will

design an HR strategy to operate in their respective environment and defend

it in front of the audience.

All Forum

participants

18:15 – 18:30 Closing note

Wrap-up highlighting the key ideas and perspectives of the Forum

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KEY INSIGHTS COMING FROM THE INTERVIEWS WITH OIL & GAS HR PROFESSIONALS IN 2015

Oil and Gas (O&G) companies face a critical challenge: developing an HR strategy and workforce that can help them

weather today’s oil price uncertainty without compromising their future.

Our 12th Oil & Gas HR Forum is devoted to help O&G HR decision makers in this quest. During this informative event, we will

explore the results of our latest HR benchmark, which measures the impact of the current oil crisis on human resource

issues in our industry. The benchmark is based on in-depth research on more than 30 Majors, NOCs and Independents, and

includes more than 20 interviews with HR directors of O&G companies ranging from large NOCs in the Middle East to small

Independents in North America.

Two central themes emerged from our benchmark, and they will be among the key focus areas of the Forum:

Building and designing an agile company to respond to industry cycles

Transforming the industry and integrating changes associated with the Workforce of the Future

Building an Agile Company

Company agility, which by far is the most common concern under current economic conditions, is the Forum’s first central

theme. Key questions we will explore include the following:

- How can we infuse agility in our business to react to down and up cycles?

- How can we do a better job to appropriately manage the company’s core workforce?

- How do we leverage the flexible workforce and use it as a buffer against uncertainties?

- How can we make HR more responsive to changes in business strategy?

As we will discuss during our Forum, three components are key to building an agile company: core workforce, flexible workforce and scenario-based workforce planning.

Core workforce is a limited multi-disciplinary population critical to a company’s success in both the medium and long term. This workforce holds all the critical capabilities necessary to pursue strategic company objectives. The ability to define and protect the core workforce in good times and bad will help define an agile company’s success.

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Flexible workforce, the extended PTP workforce that includes contractors, is a complement to the core workforce, and is becoming an essential lever for responding to cycles. However, it requires collaboration and diligent management to be effective. HR in agile companies has to adopt best practices to manage the flexible workforce in concert with staffing agencies, service companies, and company business units.

Scenario-based workforce planning allows companies to model their HR strategy to account for market uncertainties and volatilities. It can help companies seamlessly link business unit activity planning and HR workforce strategy, as well as enhance the flexibility of all aspects of HR strategy—from recruiting and training to staff deployment and productivity.

Transforming the Workforce of the Future

The Workforce of the Future is the Forum’s second central theme. With industry layoffs reaching 200,000 people and

growing, companies are looking for ways to better utilize the remaining and limited talent pool. Among the important

questions we will explore are the following:

- How will technology and data analytics reshape both the workplace and workforce of the future?

- Will recruiting and training strategies fluctuate with oil prices, or will companies look for more continuity in their

efforts?

- Will teamwork be given the importance it deserves in performance appraisal and rewards?

- How can we engage and motivate our employees in downturns and what would be counterproductive?

During the Forum, we will explore how technology and data analytics will reshape the workforce in a completely new way.

Like other industries, O&G must embrace a new wave of innovations fueled by data management, robotics, and

digitalization. And a number of key technologies and enablers will allow companies to raise PTP productivity to a level

previously unthinkable. Our discussion in this area will be augmented by perspectives from leading field operators (e.g.,

Schlumberger) and technology-driven companies (e.g., Accenture) on the future trends for the Workforce of the Future.

We also will look at how steep declines in recruiting are currently setting up the industry for a well-known trap: a diminished

campus image, difficulty attracting top engineers, and reduced training investments. O&G companies need to shift their

mindset from viewing new graduate recruitment and training as a cost to seeing it as a longer-term essential investment

they must sustain to prepare them for the future.

Finally, many companies now believe the ability to effectively set up, manage, and reward multidisciplinary teams will be

important to increasing overall project value. However, today’s corporate culture and performance reviews do little to help

companies achieve this objective. Thus, we will discuss our prospective efforts to create a holistic framework to build and

foster cross-function integration in project teams.

Our Forum’s overarching message is this: It’s time for O&G companies to adopt a new HR paradigm in which technology,

data analytics and scenario-based workforce planning replace past short-term performance and intuitive experience as the

foundation of their HR strategy and workforce decisions.

Always a critical function, HR requires special attention today. We hope you will join us in April to discuss your particular

challenges and hear the latest thinking on how to transform HR to more effectively support today’s—and tomorrow’s—O&G

business.