What are the challenges?

During the last few years, Statoil has expanded into new business activities, both geographically and into emerging technologies, such as deep waters, heavy oil and shale gas. In order to succeed in these activities, we must have the right organisational and people capabilities, as well as the ability to attract new talents globally.

In response to these challenges, the Statoil 2011 project was initiated in early 2010 to ensure that we have a corporate structure that provides optimal support for our ability to maximise the potential of the Norwegian continental shelf and further pursue international growth. It was also a response to feedback from the organisation calling for simplification and a reduction in internal interfaces.

To successfully deliver on the business ambition, Statoil needs an organisation that gives the highest priority to safe and efficient operations. The organisation should also reflect the global footprint and reinforce international growth platforms and our ability to deliver and operate anywhere in the world. Furthermore, our professional standards and policies must be clearly defined and understood wherever we operate

The shortage of science and technology students is a concern in relation to our long-term recruitment needs. We need to ensure that we are in a strong position in key talent markets in order to attract and retain a diverse and highly qualified and engaged workforce. It is therefore important that we continue to focus on building an inclusive working environment that rewards and develops talents equally and fairly.

What are we doing?

Through global people policies, Statoil aims to ensure consistent common standards across the organisation. Together with our values and ethics code of conduct, our people policies are the most important guidelines for the people processes. We endeavour to ensure a good match between the professional interests and goals of every employee and the needs of the business. Through our global development and deployment process, we endeavour to offer challenging and meaningful job opportunities. Statoil remains committed to providing financial and non-financial rewards that attract and motivate the right people, and it continues to focus on equal opportunities for all employees.

What have we achieved?

Attraction and recruitment:

  • During 2010, Statoil maintained its employer of choice status in Norway among technical and finance talents. We have also increased our focus on security in the recruitment context, performing background checks on all relevant candidates.

Development and deployment:

  • In 2010, Statoil has endeavoured to simplify and improve the development, deployment and performance review processes, and launched new development programmes for talents and leaders.

Performance and rewards:

  • Statoil's people policy promotes an open and non-discriminatory rewards and compensation system that supports equal opportunities and equal rewards across gender groups. 

Organisational capabilities and change:

  • The new corporate structure is characterised by a clear and fit-for-purpose division of accountability, and is a good fit with our global footprint. In 2010, Statoil also established the retail business as a separate company to provide new opportunities for growth and development. 

Employee and industrial relations:

  • In 2010, the collaboration model for the Norwegian part of our business agreed on by the unions and the company served as an important and well functioning vehicle for cooperation in the Statoil 2011 project 

Equal opportunities:

  • Through the Statoil 2011 reorganisation, Statoil has accelerated the development of new leaders, and significantly expanded the proportion of female and international leaders.