3.3Talented people

Succession Planning:

  • A consistent and effective methodology for Talent Reviews was introduced, which has more accurately identified High Potential Talent using an industry accepted toolkit and methodology
  • The Company has captured key critical succession plans at both the Group and Regional levels through the use of targeted development planning in 2015
  • External leadership assessments for future potential Management Board and Executive Committee succession pools have been implemented in order to assist in the selection and development planning process for Senior Management succession

Talent Development:

  • In the fourth quarter of 2015, an easy-to-use methodology to capture robust development plans was implemented for a target population. It takes both technical and behavioral development areas into consideration and offers development plans that focus on the leadership behaviors, which will underpin the updated SBM Offshore Values (see section 1.3). The development planning methodology will be progressively introduced to a broader population over 2016.
  • In the fourth quarter of 2015, the Leadership in Action (LIA) program was introduced. This redesigned SBM Offshore Leadership program replaces the former management development programs in all regions. It has been redesigned to be aligned with the new behavioral competency model, with a focus on six core competencies for leaders

Talent Acquisition:

  • A cost-effective system, known as Jobvite, was deployed across SBM Offshore in the third quarter of 2015, replacing regional systems. This will improve recruiter productivity and hiring process outcomes by over 80% and gives the Company the advantage of reviewing and tracking all global SBM Offshore job postings on one site

Global Mobility:

  • The Global Mobility policy framework is being updated, benchmarked and aligned across the group on an ongoing basis to be completed in 2016. The policy aims to attract internal candidates for development assignments, as well as reduce expatriate costs where possible 


  • Role Profiles is in the process of being completed and will be finished in 2017 to replace job descriptions and incorporate behavioral and technical competencies, so that employees understand both the requirements regarding the ‘what’ and ‘how’ for their role
  • Job Grading is in the process of being completed and will be finished in 2017. This will ensure an objective global standardization around the levelling of roles and all associated short-term incentive and long-term incentive schemes. This will ensure global consistency across locations in both expected contribution for a role and the subsequent grading structure.
  • In 2015, a salary freeze was implemented company wide, in the context of the harsh industry climate and industry job losses. This policy will be continued for the duration of 2016