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8th Oil & Gas HR Round Table
28 August 2009
Delhi
Ad de Visscher
Who we are and what we do
Other Business ActivitiesExploration and Production
Downstream
Shell in the world
Chemicals
Gas & Power
Three Hard Truths
• Surging energy demand
• Supply will struggle to keep pace
• Environmental stresses are increasing
4
6
8
10
gig
ajo
ule
per
capita (
prim
ary
energ
y)
Population Energy demand per person
100
200
300
400
USA
Europe (EU15)
South Korea
0
2
1975 2000 2025 2050gig
ajo
ule
per
capita (
prim
ary
energ
y)
0
100
0 10 20 30 40
Europe (EU15)
China
GDP per capita (PPP, '000 2000 USD)North America & Europe Latin America
China & India Asia & Oceania
Middle East & Africa
USA Europe EU 15
South Korea China
If these patterns continue, the energy demand
is set to increase dramatically
“Business as Usual” energy consumption by sector
400
600
800
exa
jou
le p
er
ye
ar
0
200
400
1975 2000 2025 2050
exa
jou
le p
er
ye
ar
Heavy industry Agriculture & other industry
Services Transport
Residential Non energy use
No silver bullets for supply growth
Growing East
Shell & India
Growing East
Accessing Indian
Talent
One Shell
Bangalore
Leadership Development
Building sustained leadership capabilities to deliver
strategic priorities
Pillars of Leadership Development
Behavioural Competencies
Functional / Technical Skills
Development across all levels
Facilitating processesFacilitating processes
Connection with society
Talent Management Overview
TheThe
ShellShell
LeadershipLeadership
TheThe
ShellShell
LeadershipLeadership
Builds Builds
Shared Shared
VisionVision
Builds Builds
Shared Shared
VisionVisionChampions Champions
Customer & Customer &
Stakeholder Stakeholder
FocusFocus
Champions Champions
Customer & Customer &
Stakeholder Stakeholder
FocusFocus
MaximisesMaximises
Business Business
OpportunitiesOpportunities
MaximisesMaximises
Business Business
OpportunitiesOpportunities
Values Values
DifferencesDifferences
Values Values
DifferencesDifferences
DeliversDelivers
Results Results
Through Through
OthersOthers
DeliversDelivers
Results Results
Through Through
OthersOthers
12
LeadershipLeadership
FrameworkFramework
LeadershipLeadership
FrameworkFramework
Demonstrates Demonstrates
Self Self
MasteryMastery
Demonstrates Demonstrates
Self Self
MasteryMastery
DisplaysDisplays
Interpersonal Interpersonal
EffectivenessEffectiveness
DisplaysDisplays
Interpersonal Interpersonal
EffectivenessEffectiveness
Demonstrates Demonstrates
CourageCourage
Demonstrates Demonstrates
CourageCourage
Motivates, Motivates,
Coaches & Coaches &
DevelopsDevelops
Motivates, Motivates,
Coaches & Coaches &
DevelopsDevelops
What is our position on Leadership Development?
• Our leadership development approach is anchored in the strategic
priorities of our organization and targeted at all leadership levels in the
organization.
• We focus on the critical leadership capabilities required to meet our
strategic priorities.
• Leadership development is more than formal programmes; it is
grounded in real-work experiences, and supported by structured grounded in real-work experiences, and supported by structured
formal development and effective coaching.
• Matching leaders to opportunities for development is integral to our
leadership development approach.
• Leaders are accountable for developing other leaders, through role-
modeling, staffing, coaching and mentoring.
• Sustainability of leadership development is achieved through senior
leaders, continually making the case to foster understanding and
conviction, and reinforced by formal HR systems.
We develop leaders through the integration of four core
elements
Assessment
–Performance reviews and promotion tied to leadership behaviours
– IDPs and GPAs that plan for the integration of in-role experience, coaching and formal development
Coaching
–Coaching and mentoring by line managers as a critical and measured part of their role, supported by HR
–Role-modeling of leadership behaviours by all leaders
Systematically and effectively coach and
Formal development
–Learning programmes designed for real-work application and embedding
– ‘in-time’ learning grounded in development objectives for current or planned roles
Systematically and effectively coach and
assess potential leaders,
match them to developmental roles,
and plan for formal developmentso that they are successful in these roles
Experiences
–Identifying in-role development opportunities when assigning responsibilities
–Deploying leaders in next role, taking account of business and development objectives
