GLOBAL SOLUTIONS DELIVERED LOCALLY. We are in this together. Strategic resourcing in the O & G industry

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1 GLOBAL SOLUTIONS DELIVERED LOCALLY We are in this together. Strategic resourcing in the O & G industry

2 Contents Introducing Fircroft Oil & Gas global talent challenges Lets look at traditional talent strategy 3 recommendations to optimise talent strategy results Benchmark current strategy. Maximise supply chain value Consider MSP as part of a holistic talent strategy Steps to deliver successful talent strategy transformation

3 Fircroft Global Managed Solutions $1.45b revenue for years technical/engineering recruitment experience in the Oil & Gas industry 9 locations in USA & Canada 63 offices in 45 countries globally 8220 technical workers payrolled per period (as of 5 th Sept 2014) Exclusively servicing natural resource & engineering sectors $725m p.a. client spend under management across 15 global MSP programmes Core Managed Service (MSP) solutions: Vendor neutral Master vendor Hybrid Operationally and financially viable for requirements of 75+ contractors Delivering (as a minimum) cost neutral MSP programmes

4 O & G global talent challenges 88% of HR O & G execs state talent shortages are a major issue. Source: Rice University/Ernst & Young In the last decade US independent O & G s reduced staff headcount by 10% while increasing costs by 20%. GrantThornton survey US independents ,000 new workers needed in the next decade to avoid further skills shortages. PWC Northern Lights report Energy demand to increase 56% by EIAP International Energy Outlook report % of O & G workers reaching retirement age in next 5 years. Deloitte, Oil & Gas Reality Check, Of every 100,000 9 th grade students in 2013 only 8125 will graduate with an engineering degree. Career Crossroads quote TLC June 2014

5 Articulating what this means If you can spell shale, you can get a job, Ryan Lance, CEO ConocoPhillips, Guest speaking at CERAWeek conference. Houston, June 2014

6 Contractor Resourcing Challenges and Trends in Global Oil & Gas Market Increase scalability & flexibility Cost control Challenges Regulatory compliance Global visibility and control Ensure consistency & efficiency in the hiring process Proactivity not reactivity Improve candidate quality & the candidate experience Shortage of skilled labor Increased skills demand in emerging markets E & P innovations (shale gas, fracking) increasing viability of smaller or mothballed projects Cost pressures Trends International growth Year on year growth in MSP contracts in O & G Reduce time to fill

7 6 B s of talent strategy BUY BUILD BORROW BOUND BOOST BOUNCE

8 Common O & G talent strategy Varied by emphasis/reliance on 3 primary sourcing channels: BUY Using recruitment agency suppliers to source and engage permanent hires. BUILD Establishing a pipeline of directly sourced talent via an in-house team or an RPO partner. BORROW Using recruitment agency suppliers to source contingent labor. NOTE: Many CO s in our industry run separate sourcing channels with permanent hires managed by HR/Resourcing and temporary/contingent labor being managed by separately via HR or Purchasing

9 Typical project sourcing channel blend 70% Project 60% 50% 40% 30% Project 20% 10% 0% Buy (Perm hires) Build (talentpool) Borrow (agency)

10 Typical sourcing channel blends 50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Corporate Buy (Perm hires) Build (talentpool) Borrow (agency) Corporate

11 Typical sourcing channel blends 60% Combined Optimum 50% 40% 30% 20% Combined Optimum 10% 0% Buy (Perm hires) Build (talentpool) Borrow (agency)

12 It is our opinion that: Both project and corporate resourcing in the O & G industry is often dependant on agency supplied contingent labor (the borrow resourcing channel). The O & G industry has a further opportunity to maximise value from the build resourcing channel. Outside of North America and Canada many in our industry are dependant on external agency suppliers to enhance their build channel for permanent hires. It is too often the case that the buy, build and borrow resourcing is not delivered by a single cohesive resourcing infrastructure.

13 Recommendation 1 Take stock today Resourcing analytic provided by Italic Managed Solutions Can't read this properly? Helps CO s to assess the suitability of their existing recruitment strategy Identifying areas of risk, opportunity & existing best practise Recruitment Analytics Self Assessment Dear The Oil & Gas, energy, automotive and engineering sectors are experiencing unprecedented talent challenges. Sector growth, globalisation and talent shortages are some of the factors combining to impact the effectiveness of your recruitment strategy. If like many talent leaders in our sectors you are striving to enhance the value and success of your recruitment function or perhaps have specific concerns such as talent shortages, supply chain performance, the impact of regulatory noncompliance, the burden of recruitment process administration or you are not certain of achieving best value for your organisation then this complimentary Recruitment Analytics Self Assessment tool is a valuable asset. The questionnaire typically takes no more than 10 minutes to complete and is treated with total confidentially. Within 48 hours of you will receive a bespoke report that delivers an analytical overview of your recruitment strategy which is benchmarked against sector standards and will also include practical recommendations of how you can improve results. Each recommendation is supported with evidence and defines the potential quantitative and/or qualitative output. Click here to complete the questionnaire. Provides a combination of management information, opinion and data to evidence findings Kind regards, Anthony Breen Solutions Director Mob: Italic specialises in the provision of global Recruitment Process Outsourcing (RPO) solutions.

14 Recommendation 2 Enhance supply chain results, commitment and ROI 5 activities that will maximise supply chain value: 1. Clearly define what success looks like. 2. Regular benchmarking of supplier results. 3. Maintain open communication amongst all stakeholders. 4. Establish PSL/supply chain agility. 5. Focus on total cost and not just supplier costs to achieve optimal combination of best value and supplier motivation.

15 Recommendation 3 Consider Managed Services Fully retained decision making ownership The MSP co-ordinates all recruitment process administration on behalf of the client. Client user groups benefit from reduced admin burden, enhanced services and faster access to flexible labor MSP is primary supplier of labor and co-ordinates 2 nd tier supply chain for 100% service delivery Key suppliers retained

16 Vendor Neutral MSP/VMS Model Fully retained decision making ownership VENDOR NEUTRAL MANAGED SERVICE PROVIDER VMS technology enhances the tactical, operational and strategic benefits of MSP The MSP co-ordinates all contractor recruitment process administration on behalf of the client. Service outputs are specified and measured to address specific client objectives MSP retains key suppliers who benefit from streamlined process, equitable treatment and full transparency

17 MSP case studies Features contractors in London, Aberdeen & Norway Also support projects in Algeria and Russia HQ redeployment of 100 roles from Essen, Germany split between London and Norway VMS (Peoplefluent) integration Benefits Year-on-year cost savings Fully compliant international managed supply chain Single source service for contractors and permanent hires delivering 100% of EON s labour requirements Features Managed up to 300 contractors (currently 84) Current locations supported UK, Libya and Norway Previously supported clients requirements in Dubai, Syria and Trinidad & Tobago Multiple labour categories VMS (Peoplefluent) integration Benefits Integrated on-site service delivery team Fully compliant international managed supply chain Consolidating invoicing reduced Suncor finance admin by 95% Fast new location service flexibility

18 Stakeholder Outputs HR Full visibility of global contractor usage Bespoke management information to support resource planning 35% improvement in quality of CV s feedback from Hiring Managers 25% reduction in contractor hiring times 100% regulatory compliance Huge reduction in agency noise Procurement 100% preferred supplier retention Standardised supplier terms 100% invoicing accuracy Average first term savings of $3.75m per annum On-going year on year savings of 8% 13.6% savings in Libya including full tax compliance Total contract savings of 9.8%

19 Stakeholder Outputs Hiring Managers Average admin time reduction of 2 ¾ hour per contractor hire 100% preferred supplier retention 35% improvement in quality of CV s feedback Enhanced project cost forecasting and cost controls 10% reduction in unplanned contraction attrition 95% reduction in unauthorised recruitment Suppliers 50% reduction in supplier administration (est.) 40% reduction in invoicing payment times Service feedback evidenced via a balanced scorecard Contractor Simplified online timesheeting Ability to maintain established agency relationships Enhanced global mobility

20 FGMS 10 steps for change 1. Secure executive and operational support at the beginning. 2. Set realistic goals/expectations. 3. Remember resourcing is about people, not just technology and process. 4. Understand and be aligned to corporate objectives 5. Be mindful of the impact of MSP/RPO across all of your business (projects, business unit and geography). 6. Benchmark today to build tomorrow better. 7. Look at the competition. 8. Consider a pilot program as proof of concept. 9. Have clarity of scope and responsibilities. 10. Make sure you have retained executive and operational support at the end of the change program!

21 For further information please contact: Anthony Breen - Solutions Director Fircroft Global Managed Solutions Tel: +44 (0)

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