2012 Sustainability selection - SBM Offshore

3.9 Human Resources
3.9.1 Introduction
2012 has been a year of transformation at SBM Offshore: a year during which SBM Offshore has re-defined its
strategy to concentrate on its core business of FPSOs.
With the aim of ensuring a consistent global quality in all SBM Offshore's services, products and performances
and promoting one business model across the Group, new ways of working have been implemented, founded
upon autonomy and coherence, accountability and responsibility.
In order to support this new strategy and its continued growth, SBM has restructured its internal organisation
during the course of the year via the following initiatives:
• Reinforcement of the role of Execution Centres (operational) and Group Functions (framework and standards).
• Divestment of GustoMSC Execution Centre.
• Integration of SBM-Services into the SBM-Monaco Execution Centre and Group Functions.
Based on its values of team energy, success and ambition, SBM Offshore has further embedded a culture of
performance, sending out a clear, consistent message:
• Work as one.
• Perform.
• Shape the future.
3.9.2 Development
SBM Offshore encourages an environment of development and empowerment within which each staff member
can contribute his/her skills and talents towards sustaining top performance and achieving rewards and
recognition.
In these times of increasingly complex projects and technical challenges when the competition for the best Oil and
Gas talent is more intense than ever, it is SBM Offshore's aim to develop from within and retain in-house the
technical know-how that SBM Offshore sells to its clients, which remains its greatest asset.
Over the past few years, a series of programmes have been implemented within the framework of the Talent
Management and Succession Planning process, thereby building the foundations for SBM Offshore's continued
success.
• Our global and local People Reviews take place on a yearly basis and help SBM Offshore to ensure that it has the
necessary successors ready for key positions.
• In 2011, SBM Offshore implemented a customised Leadership and Management Development (LMD) programme with the
objective of building a common leadership and management culture and reinforcing these skills throughout the Company.
Almost 70 participants attended in 2011 with just under 60 attending in 2012.
• In parallel, 2012 has seen the launching of a Middle Management Development Programme (MDP) that embodies the
SBM Offshore's ambitions and is inspired by the LMD. Scheduled over a total of 6 days, it focuses on the following key
skills: open communication and organisational buy-in, driving results, building and leading teams, decision-making and
problem-solving and cross-border collaboration.
• A Mentoring process has also been developed within the framework of these programmes, with the objective of solidly