Developing talent in a global environment pursuing success with the employment value proposition
Background of PETRONAS - Video Page 2
Our Current Corporate Structure Fully integrated business along the petroleum value chain led by a dedicated leadership team President/CEO Corporate Strategy & Risk Group Finance Group HSE Group HRM Group Internal Audit Group General Counsel Group Strategic Communications Group Security Corporate Businesses Upstream Downstream Datuk Wan Zulkifli Wan Ariffin (President/CEO PETRONAS) Explore, develop, produce and monetise oil and gas resources Further add value to oil and gas molecules apart from operational excellence Page 3
Pioneering Spirit The pace of globalisation has now accelerated to new heights Worldwide Operations Workforce Strength (total headcount) 40,992 49,193 46,145 [VALUE] 25,733 33,944 13,136 6,715 18 1974 1985 1995 2002 2005 2010 2012 2013 2014 Workforce Composition Exploration & Production ventures in more than 20 countries LNG facilities in Malaysia, Egypt, UK, and Australia Refineries and petroleum product retail leader in Malaysia and South Africa Nationalities 86 10 4 2012 2014 Non-Malaysian 2 1 2 0 % % 2012 2014 Page 4 * Note: Data as at December 2014 <35 years old 54 52 % % 2010 2014 Women Workforce 2 7 % 2 8 % 2012 2014 % Women Workforce in Management 20 % 18 % 2012 2014
Presence of diverse talents across the globe requires integration & alignment of talent strategies with business aspirations North America 374 HCN 318 Malaysian 31 Others 25 South America 388 HCN 386 Malaysian 1 Page 5 Europe 1,065 HCN 1,001 Malaysian 27 Others 37 Middle East & Africa 5,184 HCN 4,768 Malaysian 375 Others 41 FSU 608 Asia 1,760 HCN 488 Malaysian 118 Others 2 Malaysia 40,996 Malaysian 39,108 Expatriate 1,888 HCN 1,485 Malaysian 182 Others 93 Others 1 Australia 47 HCN 23 Malaysian 18 Others 6
Our workforce has grown over 3 times in the past 20 years 1995 2015 3x the size ~ 13,200 ~ 51,000 (21% Non-Malaysian) Page 6
We need sufficient and strong leaders to realize our aspirations Expand portfolio of international assets 2019 Refinery capacity increased by 76% 2x lubricant sales volume 2015 Page 7 More than 55000 staff Talent Development Double LNG production capacity Focus on individual strength to increase breadth of diversity Results driven talent development Shared accountability & responsibility in developing talent Double the number of leaders to be developed in half the time Deeper capabilities and focused competencies in key areas Double petrochemicals output
Current shift in the Global Oil Market Rapid drop in oil prices inevitably affected the industry and its workforce Oil Price (USD/Barrel) 105.2 115.2 108.7 Operational efficiency 75.3 Optimising portfolios 42.3 30.7 18.2 38.5 32.4 67.0 52.4 49.9 2015 Deferment of projects Cost optimisation 1990 1992 1994 1996 1998 2000 2002 2004 2006 2008 2010 2012 2014 The Employment Value Proposition (EVP) is key in retaining and motivating talents Page 8
PETRONAS Employment Value Proposition (EVP) Page 9
Our Employment Value Proposition (EVP) Promises an enriching experience anchored along Trust, Grow & Reward TRUST A deep sense of honor, pride and commitment to belong to an organisation that is anchored in a strong tradition of ethics and integrity A rich, multicultural environment that celebrates diversity and promotes equal opportunity REWARD GROW A challenging and fulfilling career with an expanding global organisation A wealth of opportunities to grow expertise, skills and experience An environment which promotes leadership, innovation and creativity A work place that rewards competitively based on performance An environment where your contributions are recognised and appreciated Page 10
Responding to the challenge Managing global talent hinges on effective global mobility for career growth & competitive rewards DEVELOP Balance between Build and Buy talents Progressively localise talents Deploy talents with scarce skills Leverage on education SOURCE Accelerate technical capability Build trade skills & knowledge Apply culturedriven leadership & differentiation Mobilise crossborders Drive standard Employee Performance Steer equal opportunity career growth Identify & pursue top talent PERFORM Page 11
Leverage on Education The seeds for growth are sown both at pre and during employment Facilitate Maritime Education & Training Distinctive Talent Capability Development Facilitate Development of well-rounded Graduates, and Facilitate Development of Technology through R&D. Facilitate Management Skills, Leadership and Competency Development Facilitate Technical Skills and Competency Development Page 12
Responding to the challenge Managing global talent hinges on effective global mobility for career growth & competitive rewards DEVELOP Balance between Build and Buy talents Progressively localise talents Deploy talents with scarce skills Leverage on education SOURCE Accelerate technical capability Build trade skills & knowledge Apply culturedriven leadership & differentiation Mobilise crossborders Drive standard Employee Performance Steer equal opportunity career growth Identify & pursue top talent PERFORM Page 13
Employee Performance Management Employees are entrusted at the driver seat in driving their performance with the superiors alongside providing continues coaching and feedback Coaching, Review & Feedback Continuous engagement driver that accelerates the journey towards the aspiration in becoming a High Performing Organisation Wholesome Appraisal Superior and subordinate will collect data and evidences to conduct the periodic and Year End performance review with consist of Performance Objectives, Leadership Behaviour, Shared Values and People Management Contribution Page 14
Our Talent Management is aligned to the EVP Leaders in PETRONAS will experience the value proposition in their career journey in PETRONAS Onboarding Deploy Talent Sourcing Harnessing Talent as Leader Accelerated Skill Development Capability Experiential Learnings Performance Coaching & Mentoring Career Advancement Work Life Balance Talent Management Well-being Page 15 Code of Conduct & Business Ethics
Page 16 Thank You
ACD has successfully improved time to autonomy (TTA) that equipped talents with strong foundation in key skills 30% of Technical Executives is expected to achieve time to autonomy at 7 years 2015 7 Years PETRONAS target 2013 2012 2011 7 Years 4 Months 7 Years 7 Months 7 Years 10 Months - 3m - 3m 2010 8 Years 5 Months - 7m 2009 9 Years 2 Months - 9m 0 2 4 6 8 10 Average Time To Autonomy for overall talents is 14 years 5 months Source: ACD information obtained from TCM. Progression rate based on HRIS data 31 st July 2014. 17
Holistic Learning & Development Multiple and Dynamic platforms made available to ensure development in both Functional and Leadership capabilities Functional & Leadership Learning Programs Mobility/ Rotation and Job Attachment Functional & Leadership Coaching and Mentoring Program 18