Planned actions 2008 |
Achieved results 2008 |
Maintaining the goal for women in leading positions of 26%. |
As we in 2007, as part of the merger saw numerous changes in management positions, there have been fewer appointments in 2008. In all, at year end, the number of women in leading positions ended at 27% |
In our Global People Survey, we believe that the "Living-our-values"-score tells us something about whether our people experience that we behave according to our values. Our goal was a score of 4.5 |
The score on "living-our-values" ended at 4.8 |
Carry out quarterly Integration Monitoring Surveys to measure progress and the satisfaction of our employees with the merger process. The score for all measures should increase from one survey to the next. |
The overall results indicate that our people experience that they are being well taken care of. Throughout 2008 the results have been increasingly positive for the people that were affected by the integration in December 2007. |
We will participate in the external "Great place to work" benchmarking survey to get an objective assessment and ranking of StatoilHydro as an employer compared with other companies. The objective is to be among the top four companies in Norway |
In the list of Norway's Greatest places to work, we were ranked as the 10th best workplace among the companies that participated |
Planned actions 2009 |
Implications |
Consistent execution of the StatoilHydro book, ensuring alignment and compliance |
We need to further develop our governing documents and management and ensure alignment across the company. It is of great importance that everything we do is in accordance with our values. This is measured through the KPI "Living the values" . |
Simplify and improve the People@StatoilHydro process and strengthen management of people deployment |
We will focus on increasing the quality of the execution of the People@StatoilHydro process and upgrade the electronic People@StatoilHydro solution to make it more flexible and user-friendly. Results from our Global People Survey will be used as an indicator to rate our people's satisfaction and experiences with the People@StatoilHydro process. |
Strengthen capability and diversity in the management pipeline, and build strong management teams |
We will develop and implement a management assessment model, and strengthen executive management succession and career planning. We need to build an even stronger awareness and understanding of diversity issues in management development and deployment. Our management teams will be strengthened by the introduction of a team development concept and a management coaching methodology. |
Implement a dynamic career model for managers and professionals |
We need to build and implement a pipeline model for both managers and professionals in which functional titles and band structure are incorporated. Performance standards for both the management and the professional pipeline need to be established. Our portfolio of training courses and learning programmes will be aligned with the career model, defining pre-qualifying learning activities for each level. |
Complete the integration and ensure a successful post-merger process |
We will complete the integration process in all parts of the company and continue the ongoing activities in the integration research programme. The research programme will provide us with important feedback about the integration and analyses from independent parties. We need to follow up our organisation and staffing continuously, and assess the consequences and risks that could be related to the integration process. We will continue to monitor our people's experience of the integration process by conducting the Integration Monitoring Survey. |
Improve the dialogue and consultations with our people and their appropriate representatives |
Experience from the integration between Statoil and Hydro should be used to organise an efficient cooperation model. We will implement an aligned model for collaboration with unions in Norway and ensure that our dialogue and consultations in our international operations are of high quality. |
