BG Group

BCS Group Membership Forum 23 January 2008

Professionalism in IT and Group Membership

• Scene Setting – who are BG Group?

• Information Management (IM) within BG Group

• BCS Group Membership – its importance to us

INTRODUCTION

BG Group

An introduction to BG GroupJanuary 2008, Rob Wilkie BG IM Organisational Development.

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Legal NoticeThe following presentation contains forward-looking statements concerning BG Group's operations, financial performance, strategy, outlook and growth opportunities. In particular we refer to the projects and assets we expect to contribute to our long term growth to 2015 and beyond, our projected future net gas and oil production and our plans for capital expenditure. Words such as “believes”, “expects”, “anticipates”, “intends” or similar expressions are intended to help identify such forward-looking statements.

By their nature, forward-looking statements involve uncertainty because they depend on future circumstances and relate to events not all of which are within our control or can be predicted. Although BG Group believes that the expectations reflected in such forward-looking statements are reasonable, no assurance can be given that these will prove to have been correct. Actual results could, therefore, differ from the guidance given in this presentation for a number of reasons, including changes in economic, market and operational conditions; changes in law or regulation environment and other government; actions, including UK and international tax rates; fluctuations in commodity prices and exchange rates; supply and demand for oil and gas; the risks inherent in project delivery, and exploration and production activities; the failure of co-venturers to meet contractual obligations; political instability; natural disasters and adverse weather conditions; and war, sabotage and acts of terrorism. Accordingly, all forward–looking statements in this presentation (however expressed) are statements of management’s current plans and future expectations and are subject to these qualifications. For a more detailed analysis of the factors that may affect our business, the results of our operations and our financial performance, we urge you to look at certain ‘Risk Factors’ included in BG Group's Annual Report and Accounts 2006 (“BG Group’s ARA”). BG Group undertakes no obligation to update any forward-looking statements.

Unless stated otherwise, the results discussed here relate to our “business performance” which excludes disposals, certain re-measurements and impairments. For the impact and a description of these excluded items, see Presentation of Non-GAAP Measures included in BG Group’s ARA."

4A proven record of performance

Who we are

Demerger and development

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• Market Leader: – FTSE 20 company – Listed in LSE– Market capitalisation– >£29 billion

• Gas and Oil: – Production approximately

70% gas; 30% oil

• International Major: – 4,600+ employees; 65%

outside UK

The integrated gas major

Who we are

BG Group snapshot

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• A world leader in natural gas

• Active across the gas chain from source field to market

• Business operations across five continents

• Integrated gas major with 4 major business streams: E&P, LNG, T&D, Power.

A world leader in natural gas

Who we are

BG Group – the integrated gas major

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Secure low cost resources

Connect gas to high value markets

Skills to succeed across the gas chain

• Equity reserves• Contracted resources

• Build & access markets• Serve customers

What we do

Integrated Gas Major

Strategy delivering value

Integrated Gas Major

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BG IM Strategy: The model for delivering services

The maturity of the IM service was assessed against an industry model. The model consists of seven ‘layers’. Maturity in the lower layers is a pre-requisite to sustainable progress in the upper layers. IM Services delivered further up the model have the potential to create the greatest business value.

Presentation & Delivery

Business Intelligence

Business Applications

Technical Applications

Data

IT Infrastructure

Connectivity & Communications

Gov

erna

nce

& B

usin

ess

Alig

nmen

tIM

Organisation &

SourcingPresentation & Delivery

Business Intelligence

Business Applications

Technical Applications

Data

IT Infrastructure

Connectivity & Communications

Gov

erna

nce

& B

usin

ess

Alig

nmen

tIM

Organisation &

Sourcing

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IM Strategy Priorities 2005 - 2008

Operational Excellence Resilient connectivity, high availability infrastructure and agreed IT service levels for BG globally

StandardisationStandardising processes and applications to enable the globalisation of BG operations

InnovationPartnering with the business to identify new opportunities to apply IT technology

Time

Pro

gres

s

Today

– Quality of IM Service– Value for Money– Global Sourcing and Organisation– Governance

– IM Applications– IM Data Management– Business Intelligence

The key themes supporting the above priorities are:

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Role of IM 2008-2012

IM as service providerValue

Operational tactics

Enablebusinessstrategy

Sporadic, lower value

Sustained,higher value

IT influence on business

In order for BG Group to achieve its objectives, IM must transform to a business value creator.

2004 2007

2009 2012(Target State)

Business differentiation

Business operationalexcellence

IT as business value creator

Stable operation

Source: IM Strategy Project team, Dec 2007.

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Why Join BCS?

WHY JOIN

BCS? Demonstration of Commitment to the

Profession

Demonstration of Competence

Member ServicesAnd

Benefits

Maintenance of Competence (CPD)

Helping to develop Profession

Code ofPractice

Code ofConduct

Recognition

Member Groups andNetworking

Events, Lectures andAwards Programme

Exclusive Member Offers

and Discounts

Knowledge and InformationResources

Career Development

Access to a cutting edge knowledge base

Stay in touchwith thelatest

thinking

Over 50 SpecialistGroups

44 UK Branches

16 InternationalSections

Wide range of IT publications at

discounted prices

Discounted software

Free legal helpline

Weekly e newsletter - eBCS

Members magazine -IT

Now

BCS Online Library – free unlimited access to 200 online IT Books – 8 EBSCO IT Databases – 3 Forrester Research reports

downloadable every month

BCS Recruit.com

Free unlimited accessto browse SFIAPlus3 – the Industry recognised IT skills

framework

Representing the Profession to

Government/advising

Shows a broad foundation of relevantexperience, knowledge and understanding

Relevant, up to dateskills and abilities

Supported with relevant qualifications

through ISEB

Demonstrates your desireto act professionally

Shows you maintainyour technicalcompetence

Acts as differentiatorwhen seeking promotion,a new position or contract

Promoting IT as anintegral part of the

business

Declaration of yourduty to employers

and clients

Demonstration ofyour commitment to

best practice

Expression of concernfor the public

interest

Shows professionalcompetence and

integrity

Internet registerof members

Post nominal lettersAMBCSMBCSFBCSCITP

Professionalism programme

Careers section of BCSwebsite

Daily Telegraph listingfor Chartered members

and Fellows

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What does BCS Group Membership mean to BG IM?

• We are starting out on a journey of partnership with BCS. We all want to know – will it do what it says on the tin?

• The promoted list of benefits• Can it truly compliment and add value to our existing

people processes and add value to our staff?• It fits within our expectations of our IM Capability

Framework, our new Talent Management Framework and the development of our Competency Assurance Scheme.

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Build a great Place

To Work

Operational Excellence

& Asset Integrity

Drive growth

Solid Foundation Development

Approach - Step 1: Business and IT Imperatives

2012 Themes Matched to Business & IT Imperatives.

FFF Vision

Org. Capacity

and Agility

Flawlessly deliver

projects

Programmes of work with IT componentsE&P Workflow-enabled Applications and Management System

IT Infrastructure Transformation/ Replatforming (i.e., Data Center, Network, Connectivity/Security)

Integrated Production Excellence

IT Capability Improvements (e.g., Programme Mgmt, EA Practice, IT Operating and Design, Sourcing and Supply Strategy)

“Win War for Talent” (i.e., Workforce Planning and Resource Mgmt, Talent Mgmt, Training)Capital Project

Management

IT Business Support Transformation (including Business Architecture, Apps Strategy/ Rationalization, EAI, SOA)

Business Performance and Decision Support (incl. Data Mgmt, BI)

Asset Maintenance Management

Enterprise Knowledge Management

In discussion

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IM Capability Framework

• The framework supports you in identifying skills, experience and knowledge that can help develop your career

• It is aligned to the IM Career Ladder, which is the overall framework for roles within IM globally

• To develop within IM there are three functional themes & framework is flexible between themes i.e. you can move between Functional Expert, Functional All-rounder and Functional Leader if you have the correct skills and experience

• This framework divides career development into 6 areas: job rotation - project assignment - cross discipline experience -professional courses - skills workshops - other experiences.

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Attract Talent Develop Talent Utilise Talent Retain Talent

• Recruit / Select

• Contractor management

• Graduate programme

• Vacancy management

• Annual Development Review

• Group Development Review

• Building competencies

• Capability management

• Training and in-work development

• Parenting

• Global talent rotation

• Succession discussions

• Talent evaluation – 20/70/10

• Effective talent deployment

• Management performance

• Assignment management

• Effective data management and reporting

• Global talent rotation and mobility facilitation

• Reward

• Progressions

• Motivation in role

• Engagement

Policies, Tools and Process supporting Talent Management

• Organisational Design

• Resource Plan

• Parenting policy

• Market knowledge

• Benchmarking

• Reward review

• Staff Management process

• HR policies

• ADR process

• APR process

• IM Ladder

• Competency Framework

• Job descriptions

• Capability Framework

• Professional Development Programme – BCS

• Graduate Development Programme

• Employee surveys

IM Talent Management

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BCS membership and why we need it now and for our future.

• Professionalism in IT/IM• Greater skills & experience for future opportunities• Without it IM is potentially limited in gaining influential

appointments• Competence Assurance, plus increasing levels of

Governance, on not just IT standards but people standards

• Next phase of company growth is looking at three main principal activities in its organisation – Competency, Capacity and Behaviours

• IM need to respond and belonging to the industry recognised professional body is key to seeing our people succeed within BG IM, within BG Group and beyond BG.

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Aspiration - Accredited Professionals

• BCS chosen to be IM’s main route for generic IM professional qualification as part of its foundation in Capability, Talent and Competency Management Frameworks

• Many of IM are now part of the BCS and all are encouraged to move towards Chartership

• The use of BCS, along with associated links to SFIA, its industry partners and portfolio of training and examinations, is key to ensuring BG IM develops its people resource; so they can exceed their previous expectations and have success for themselves and add to the success of our business.

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Next Steps – Extracting partnership value

• Talent Management and Competency Assurance Frameworks to consolidate all our processes and increase visibility and transparency across IM

• 2007 Development & Performance Reviews to promote BCS and to ensure development activities captured

• Moving up the membership routes• Check out the non joiners – what are the blockers?• Use of SFIA plus to link to internal Competency

Assurance and Petroskills Framework• Potential use of BCS tools such as Skills Manager and

Career Developer.

BG Group

Any questions?