2011 Annual Report - SBM Offshore

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3.8 Human Resources 3.8.1 Introduction Business sustainability includes constructive management and development of all our resources, particularly our people who evolve with the Company and constitute its greatest asset. This section provides an insight into the Company’s specific HR practices whereby priority is given to making the best possible use of each person’s skills within a safe work environment. The Company works hard to integrate social balance and equal opportunities whilst preserving the different cultures within its international organisation. Indeed, it is committed to being globally aware, promoting local development and operating with integrity. The Company also believes that social responsibility means investing in the well-being of its staff and maximising their opportunities for success by providing stimulating challenges, customised training and high levels of work satisfaction. The intention of Group Human Resources (HR) is to create an environment conducive to generating positive team energy within which each staff member can contribute his/her skills and talents towards sustaining top performance and inspiring the success that yields shared rewards and recognition. The Company focuses on promoting these values throughout its Execution Centres with the underlying ambition to continue to excel in its field and shape future trends. The Company also pursues an employment policy following the principles of equal opportunity, thereby preventing any discrimination on the basis of sex, age, race, religion, political or trade union affiliations, nationality or disability. For reporting purposes, the global workforce is divided into two segments: Onshore Operations and Offshore Production. The workforce is hired under permanent or fixed-term contracts and can be divided by segment, employment type, region, gender, or age. The Company also identifies White Collar and Blue Collar employees. 3.8.2 Group Activities Under the aegis of the Group HR Director (member of the Executive Committee), the HR Directors of each Execution Centre meet regularly throughout the year to share their best practices, capitalise on experiences, consolidate HR policy alignment, and follow up on Group HR projects. The Lease Fleet HR activities, whilst constituting an integral part of the Group HR Policy, fall under the SBM-PC Execution Centre and specifically provide the adequate crew, their logistics, as well as suitable training, for the offshore activities. All data concerning these activities is reported under Worldwide Offshore Fleet. This is a customized selection from the SBM Offshore N.V. Annual Report 2011 60
Focus on Talent Management & Succession Planning A series of programmes have been implemented within the framework of the Talent Management and Succession Planning process, creating the foundations on which to build future success. In 2010, an initiative called People Reviews was introduced and has been extended to all Execution Centres during the course of 2011. In addition to the long-established annual Performance Appraisal review, these recent programmes have the purpose of supporting business growth and securing key roles and competencies in line with the SBM Offshore Group Strategy. As a subsequent step to Talent Management, the Company launched in 2011 a customised Leadership and Management Development programme (please see more detailed information in sustainable intiatives). The objective of this Programme is to build a common leadership and management culture and to reinforce these skills throughout the Company. Consequently, particular focus is lent to visionary leadership, driving results, empowerment & people development, and cross-border communication. As the highest Executive level and Senior Management have already been onboarded, it is now the intention to cascade this initiative further within the Company. 3.8.3 Global Workforce Information Headcount This is a customized selection from the SBM Offshore N.V. Annual Report 2011 61
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Table of contents 1 Overview 1 1.1
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esource, through selected R&D, to m
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Business Model The Company generate
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1.3 Snapshot 2011 (US$ mln.) 2011 2
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1.4 Stakeholders Information 1.4.1
Page 12 and 13: 1.4.5 Investor Relations The Compan
Page 14 and 15: 1.5 Corporate Strategy 1.5.1 Introd
Page 16 and 17: 1.5.2 Vision, promises and values V
Page 18 and 19: The Company only enters partnership
Page 20 and 21: Supply Chain In line with its Code
Page 22 and 23: 1.6 Corporate Management Systems &
Page 24 and 25: Status updates for the implementati
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Page 28 and 29: organisation has been implemented w
Page 30 and 31: 3.1.6 Local Content Brazil In Brazi
Page 32 and 33: New contracts During 2011 the Compa
Page 34 and 35: 3.4 Product and Technology Developm
Page 36 and 37: time, and cost. 3.4.3 Offshore LNG
Page 38 and 39: Appointment of a Managing Director
Page 40 and 41: Loans or guarantees No loans or gua
Page 42 and 43: In case a binding proposal is made,
Page 44 and 45: 3.5.5 Shareholders Share capital At
Page 46 and 47: Dividend The Management Board is au
Page 48 and 49: former notary and presently a lawye
Page 52 and 53: Onshore Operations In addition to t
Page 54 and 55: voluntary basis in Brazil for Occup
Page 56 and 57: Permit-to-Work (Carros) Safety is a
Page 58 and 59: Although unhappy with the increases
Page 60 and 61: 2012. The primary emissions from th
Page 64 and 65: The total headcount is based on all
Page 68 and 69: The Employee Share Ownership Plan,
Page 70 and 71: White Collar Staff Training is base
Page 72 and 73: 3.9 Sustainable Initiatives 3.9.1 C
Page 74 and 75: 3.9.2 Supply Chain in Focus SBM Off
Page 76 and 77: 3.9.3 Local content In a number of
Page 78 and 79: Equatorial Guinea A very motivated
Page 80 and 81: the building process, an SBM team a
Page 84 and 85: 5.1.2 Environmental Reporting Envir
Page 86 and 87: Total Production of Hydrocarbons Of
Page 88 and 89: HSS Accident Statistics for Dynamic
Page 90 and 91: Regional CO2 Emissions Values expre
Page 92 and 93: Permanent Part Time Employees Headc
Page 94 and 95: Women Men Equality % of Women in ma
Page 96 and 97: GRI Index Level C Vision and Strate
Page 98 and 99: LTIFR = (LTI x 200,000)/ EH Where:
Page 100 and 101: Powered by TCPDF (www.tcpdf.org) Ke
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2011 Annual Report - SBM Offshore

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