SPE Young Professionals London Branch Panel Session

1. 1 SPE Young ProfessionalsLondon Branch Panel Session Coaching and Mentoring from the Young Professionals perspective: A review of current best practice and how to make it work for you Mo Mansoori SPE London YP Committee Chairman and Reservoir Engineer, Nexen Petroleum Introduce the rest of the committee: Adam Borushek, RPS Arnaud Mille, Centrica Mo Mansoori, Hess Jane Christopherson, Curzon Partnership Pavel Kiskyakov, Gaffney ClineIntroduce the rest of the committee: Adam Borushek, RPS Arnaud Mille, Centrica Mo Mansoori, Hess Jane Christopherson, Curzon Partnership Pavel Kiskyakov, Gaffney Cline

2. 2 “The mediocre mentor tells. The good mentor explains. The superior mentor demonstrates. The great mentor inspires.” (Ref. 1) Bias towards our contacts accepted, but web-based surveys only tend to be completed by people who feel motivated to complete the survey because - they share concerns about the issues raised, or - feel they have something valuable to contributeBias towards our contacts accepted, but web-based surveys only tend to be completed by people who feel motivated to complete the survey because - they share concerns about the issues raised, or - feel they have something valuable to contribute

3. 3 Mentoring Introduction Different companies’ approach to mentoring How to be a successful mentee How to be a successful mentor SPE e-Mentoring Conclusions Bias towards our contacts accepted, but web-based surveys only tend to be completed by people who feel motivated to complete the survey because - they share concerns about the issues raised, or - feel they have something valuable to contributeBias towards our contacts accepted, but web-based surveys only tend to be completed by people who feel motivated to complete the survey because - they share concerns about the issues raised, or - feel they have something valuable to contribute

4. 4 Why do we need mentoring? Young Professionals Groups around the world originally set up to address a coming demographic shift in global worforce. SPE data indicates younger professionals in the industry will have to step up to fill the positions left by older members of the industry that will be retiringYoung Professionals Groups around the world originally set up to address a coming demographic shift in global worforce. SPE data indicates younger professionals in the industry will have to step up to fill the positions left by older members of the industry that will be retiring

5. 5 Coaching Initiated to assist the individual make a step-change in performance Typically involves clear outcome expectations over a finite period of time Coach will have a level of authority from experience Used to ensure success in promotion, new/anticipated projects or identified development need Bias towards our contacts accepted, but web-based surveys only tend to be completed by people who feel motivated to complete the survey because - they share concerns about the issues raised, or - feel they have something valuable to contributeBias towards our contacts accepted, but web-based surveys only tend to be completed by people who feel motivated to complete the survey because - they share concerns about the issues raised, or - feel they have something valuable to contribute

6. 6 Mentoring Tend to be less formal than coaching Based on volunteered relationship of support, exchange and learning Mentor and mentee will devote time in mutually beneficial relationship Successful mentoring relationships are characterised by openness, reciprocity, gratitude and develop over time Bias towards our contacts accepted, but web-based surveys only tend to be completed by people who feel motivated to complete the survey because - they share concerns about the issues raised, or - feel they have something valuable to contributeBias towards our contacts accepted, but web-based surveys only tend to be completed by people who feel motivated to complete the survey because - they share concerns about the issues raised, or - feel they have something valuable to contribute

7. 7 Mentoring in BP Graduates / new starts Are assigned a “buddy”, someone who has joined the company a year or two ago Are paired up with other employees, usually from their discipline, but outside their team All employees are encouraged to find a mentor to provide coaching and counselling around specific career goals to assist in development Mutual Mentoring Programme Pairs senior executives with near entry-level professions in order to strengthen personal diversity development for both mentoring parties

8. 8 Mentoring in Nexen Mentors not specifically assigned to new staff Focus on advising rather than directing Mentors should act as a role model – promotes good practice and company culture Mentors expected to support the mentee if set-back occurs Expectation that experienced staff will offer informal coaching and mentoring on a day-to day basis Focussed on graduate programme

9. 9 Mentoring in Hess Part of technical experts personal development plan Coaching workshops Listening and effective questioning taught GROW model used – appeals to technical mindsets Mentoring relationships evolve with time Commitment to take time out for Coaching and Mentoring Recognise if mentors and mentees are not suited – review if necessary

10. 10 RPS Energy Continuous Personal Development (CPD) Implemented last year to develop staff and bridge knowledge gap. Lunch & learn sessions, field trips, technical and soft skills training courses as well as shadowing have been extremely well received. Part of this scheme included mentoring initiative where select senior staff would support and offer guidance to junior individuals Employees pick the mentor they wanted to feel at ease with the person giving them advice. There are a number of people that have not taken up mentoring in CPD program but go on training courses and develop themselves Pitfalls have been that with utilization being so high it has been difficult giving enough time to people and continue the momentum. This year stage 2 will be implemented which is really looking at addressing individual training plans and ensuring the mentors are proactive so that people are realizing what they potentially can do.

11. 11

12. 12 How to be a successful mentee Drive mentoring relationship Set structure of meetings Set meeting goals Proactively manage own development Communicate development goals and concerns with mentor as well as manager Remember that you can be selective with advice from a mentor

13. 13 How to be a successful mentor Be a “sounding board” Listening – make sure you understand the situations discussed Be a role model: Enhance enthusiasm for work Develop leadership (in self and mentee) Help guide the mentee to an answer without giving it to them Using examples from own career can help Honest interactions

14. 14 SPE e-Mentoring Currently only 90 people available as mentors through the SPE e-Mentoring scheme Only 2 are from the UK Largest representation is from the USA with 40 How many of the audience have tried to find a mentor through the scheme? How many have considered being an e-mentor?

15. 15 Conclusions Mentoring is about forming an interpersonal relationship Interactions should be two-way As a mentee you should be pro-active: In seeking a mentor In defining the way the relationship evolves

16. 16 Mentoring Introduction Different companies’ approach to mentoring How to be a successful mentee How to be a successful mentor SPE e-Mentoring Conclusions Bias towards our contacts accepted, but web-based surveys only tend to be completed by people who feel motivated to complete the survey because - they share concerns about the issues raised, or - feel they have something valuable to contributeBias towards our contacts accepted, but web-based surveys only tend to be completed by people who feel motivated to complete the survey because - they share concerns about the issues raised, or - feel they have something valuable to contribute

17. 17 References “Mobilizing Mentoring II: effective mentoring of youth”; A guide to Youth in Motion Career Education; 2003. “Geological, geophysical, and other technical and soft skills needed by geoscientists employed in the North American petroleum industry”; AAPG Bulletin, v. 87, no. 9 (Sept. 2003), pp 1395-1410.

18. 18 Thanks to: Nexen Petroleum BP Hess RPS Energy Schlumberger