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Building Organisational Capabilities for the Future: Challenges and Strategies

3–4 June 2013

Abu Dhabi, UAE | Park Hyatt Hotel

Technical Agenda

Monday, 3 june, 1000-1230

Session 1: Building Leadership Capabilities and Organisational Values

Session Chairs: Anand RV, BP; Audrey D. Reznik, ExxonMobil

Organisational success comes not just from having individuals who have the right technical competences but also the right leadership and behavioural skills to take the organisation forward. In a world that is becoming increasingly global and the need for individuals to work and collaborate across boundaries and cultures, companies are increasingly focusing their attention developing these soft skills.

In this session we will examine how organisations are approaching the challenge of ‘How to build an effective leader?’ This includes a look at how we can build leadership capabilities such as working effectively with teams, taking care of one’s self, and prioritisation of tasks. The other challenge is ‘How can we ensure that our future leaders encompass our organisation’s values?’ And this includes looking at how organisations are being deliberate about their values and how this is shaping the type of leaders they want for the future and how they are building a learning organisation.


Session 2: Enablers of Successful Knowledge and Skills Transfer

Session Chairs: Fatima Al-Najjar, ZADCO; Nansi Zakak, Statoil

Knowledge and skills transfer across employees is a vital aspect to sustain the success of the company and to build leaders to take over the lead in developing the company’s ambitions and vision.

Enablers of successful knowledge and skills transfer is a methodology that is under the responsibility and role of the leaders in the company to positively impact the bottom line employees and be open to share and pass their experience for the new generation who will be responsible to carry on the journey afterward.

Organisation’s culture and values such as being open and transparent plays a vital factor to succeed transfer of knowledge and skills over time in a competitive environment.

Teach and learn also is an effective tool in developing employees skills and knowledge which can be achieved through the on–the–job learning and assignments which give employee combined and candid feedback on delivery and behaviour, coaching, and training.

Another factor that enables successful knowledge and skills transfer is prompting teamwork, sharing experiences, networking and setting skills-development, and technology transfer programmes.

What is the role of the leaders in knowledge transfer? How does the company value affect knowledge transfer? Can reward and recognition influence transferring knowledge and skills from one to another? What are the barriers and challenges to promote transparency in transferring knowledge and what are the factors that lead to successful knowledge and skills transfer? These are the questions that will be discussed in this session.

Tuesday, 4 June, 0800-1030

Session 3: Talent Management Framework Processes

Session Chairs: Amna Albloushi, ExxonMobil; John Goodly, Weatherford

Every major organisation works hard to pick the right talents. After that, the long journey of development and investment in that talent begins and continues; a direct investment in the organisation’s human resources.

In this session, we will examine how efficient your processes are in the attraction, engagement, and successful development of that talent. How are organisations dealing with career planning? A very important aspect is what processes should be executed to make sure you are correctly investing and, as a result benefiting from your investment in that talent, not forgetting how you should identify and develop your high potentials.


Session 4: Emerging Training Strategies

Session Chairs: Anand RV, BP; Audrey D. Reznik, ExxonMobil

In today’s rapidly paced work environment, employees are expected to learn skills/technology faster than their predecessors, and produce superior results. With the rapid development of technology, the way people learn is also changing dramatically and the impact is most profound amongst the young generation which is joining the workforce today.

This session will examine, how organisations are adapting to the changes that are taking place in the workplace from a demographic and technological point of view and what are some of the emerging training strategies that we can use to successfully engage our employees to deliver a superior learning experience using today’s physical and virtual learning environments. It also examines how industry and academic institutions are working together to build capability in the local workforce.


Session 5: Social Responsibilities of Companies

Session Chairs: Deirdre O’Leary, Shell; Fatima Al-Najjar, ZADCO

Through venture partnerships and operations in many areas around the world, International Oil Companies (IOCs) are uniquely positioned to address the theme of corporate social responsibility. The very nature of the business—with its large investments, operations in sensitive areas, and geo-political ramifications—leverages the impact it may have on the local communities and societies. This impact can be positive or negative depending on the way they manage their businesses and the decisions they choose to make. Generally, a positive social impact would create a win-win situation for both the communities and the IOCs.

This session will present how IOCs make business decisions in order to make a positive impact on societies and communities. This may be through a variety of means, such as scholarships, industry and academic partnerships, youth development, in-country value/local content, and through building relations, mutual respect, and trust with their hosts and their neighbours.

The session also touches upon the value that IOCs may gain from applying positive social performance strategies. These may include facilitating license-to-operate issues, preventing project disruptions, improving employee retention, recruitment and commitment, meeting the requirements of project financers, protecting their local and global reputation, and building the key stakeholder relationships required for future growth.