Employment and Human Capital
Our people are our main asset. The creativity, energy, and expertise of our people is the foundation upon which we build our business success. Schlumberger employs people in more than 85 countries who represent over 140 nationalities. Because we operate in a global fashion throughout the world, one of our greatest strengths is the diversity of our workforce.
Diversity is the cornerstone of our recruitment efforts and we adhere to the principle of recruiting employees wherever we work. Our ability to attract, develop, motivate, and retain outstanding employees is essential to the long-term future of our business. We believe that our employees perform best when they are challenged and learning. We have no rigid career paths – in certain types of professional jobs, for example, employees are transferred to new roles or new locations every two to three years.
Schlumberger’s University Relations program, established in 2011, helps develop future petrotechnical leaders and seeks to positively influence novel sciences and energy technology worldwide. Schlumberger participates in collaborations with more than 100 universities around the world. These projects, many of which are ongoing, are directly relevant to the top technical challenges facing the oil and gas sector:
- technologies for deepwater operations, including the development of subsea engineering education programs
- footprint reduction in operations to extract unconventional resources
- materials and chemistries for extreme operating environments
- technologies to improve the accuracy of surface and subsurface measurements
- high-performance computing and big-data analytics.
Schlumberger aims to build a pipeline of STEM talent. We offer corporate grants directly to leading institutions and donate software to universities, colleges, and high schools in 70 countries. In addition, Schlumberger has donated computer equipment to institutions in underprivileged communities to help foster creativity and innovation among students. We also support universities by supplying visiting professors and lecturers. Schlumberger has several endowed chairs.
Schlumberger’s research and innovation program works with principal investigators at universities where science and technology studies are transformative, such as projects that directly contribute to lessening the impact of oil and gas operations on the environment. Schlumberger places strong emphasis on developing innovative technology that adds value for our customers. Schlumberger consistently invests more in R&E each year than all other oilfield services companies. Learn more about our Research and Engineering activities including our Research Centers and Technology and Product Centers.
Schlumberger’s commitment to a quality workforce begins with the way we recruit, train, and develop the best college and university graduates. We recruit year-round from a global pool of universities and technical institutes. The Company’s success depends on recruiting those whose expectations and ambitions best fit our diverse business environment and culture.
Offering competitive employment packages is one of the guiding principles for Schlumberger Human Resources. We continually re-evaluate and adjust compensation so that it is competitive with local and global markets.
Schlumberger’s investment in employee training and development is among the largest in oilfield services companies. High-quality training and development are fundamental to our employees’ success and to the success of our business. Our ability to adapt to new business challenges is strongly linked to the ability of employees to develop their competencies. At Schlumberger, training and development are continuous processes and occur throughout a person’s career. They provide valuable lessons to support employees’ continued employability and help them manage the end of their career and their retirement. Even those employees who start their careers at Schlumberger and eventually find careers outside of the Company will rely on the basic education that they received at Schlumberger.
An online application used at Schlumberger collects quality, health, safety, and environmental (HSE) information. All employees have access to the system and use it for functions such as managing and recording HSE training. Employees are assigned online quizzes throughout their careers, based on their roles and responsibilities. Training is adapted to local conditions and individual job assignments and can be certified.
NExT Oil and Gas Training and Competency Development
NExT instructs more than 10,000 technical experts across the energy sector each year in 11 core disciplines, from reservoir characterization and exploration through development and production, as well as in industry-leading, proprietary software applications, including the Petrel* E&P software platform.
Designed for working professionals seeking practical technical expertise and career development, NExT offers more than 420 courses in industry-spanning domains that include petrophysics, geomechanics, geology and geophysics, unconventional reservoirs, surface facilities, reservoir engineering, management and economics, and production and drilling technologies.
Our promote-from-within philosophy, based on merit, means that 100% of our employees have access to “borderless careers.” Experience has shown that approximately 70% of employee development comes through new job experiences, 20% through training, and 10% through internal and professional coaching. For certain positions, our goal is to transfer employees to new roles every 24 to 36 months. However, Schlumberger has no rigid, linear career paths. Our philosophy is that employees perform best and are most engaged when they are challenged and learning.
A key aspect of our training is a global network of learning centers. Our training programs include technical, safety, personal development, business, and managerial courses as well as on-the-job training. New oilfield trainees follow a fixed-step training program that lasts three years, and throughout the year all employees are offered courses that last from several days to 12 weeks or are multiyear.
Learn more about our Recruiting and Training.
Schlumberger has developed a strong culture of knowledge sharing. Our knowledge management strategy motivates people to connect, collaborate, and learn as well as to share expertise, best practices, and insights. Using internal online knowledge-sharing resources, our employees request and provide help to each other on a daily basis.
Employees have viewed 12.6 million pieces of vetted information in the corporate knowledge base, and they have accessed over 28,000 entries in our internal encyclopedia – including 2,800 abbreviations – more than 20 million times since its inception. To facilitate networking within the company and encourage knowledge sharing, every employee maintains a curriculum vitae on our intranet, and these are accessed more than 13 million times annually.
Schlumberger works in more than 85 countries, many of these for more than 70 years, and employs people who represent over 140 nationalities. The company attracts top performers from around the globe. This broad range of perspectives – experience, education, geography, nationality, culture, gender, and age – stimulates creativity and innovation, helping us maintain our competitive edge. Moreover, our diverse workforce is better able to understand, respond to, and deliver services that meet the unique expectations and requirements of our stakeholders, including customers, suppliers, and shareholders.
National and Cultural Diversity
Schlumberger recruits and develops people from the countries in which we work, proportionally to the business perspectives and revenue. This diversity now runs through every layer of the Company, including top management. Making diversity a business priority has given us access to the best people, no matter where they were born, and the result is a broad melting pot of talent and a unique corporate culture that is global in outlook yet local in practice. We work in more than 85 countries—many of these for more than 70 years—and employ people from more than 140 nationalities.
We have been extremely successful in attracting and developing employees from non-Western nationalities and emerging countries who are now integrated into all levels of the workforce, including senior management.
As oil and gas companies lose the experience and expertise of senior professionals leaving the industry through retirement—”the great crew change”—it is important to capture their knowledge and pass it on. Schlumberger is dedicated to hiring, training, and retaining younger professionals to take on the leadership roles being vacated. We also benefit from the fresh perspectives of these younger employees and from their newer educational experiences and worldview paradigms.
In line with the United Nations Sustainable Development Goal of achieving gender equality, Schlumberger has been working to address gender balance within our workforce since 1994, when the company set an overall target of having women comprise 15% of our workforce by 2015. We reached this milestone ahead of schedule in 2011. We are proud that in 2015, women made up 16.2% of the Schlumberger workforce – double that of the industry worldwide and represents an increase from 15.8% in 2014.
Today, 19% of our salaried population is female. We have three female presidents, four female GeoMarket managers, and 10 female vice presidents. In 2015, we renewed our commitment to gender diversity by setting a new target of having women comprise 25% of our workforce at all levels of the organization by 2020.
In 2007, we established Connect Women, an internal global networking community run by and for women in Schlumberger. The Connect Women network enables women and men around the globe to ask questions about and provide guidance on a wide variety of topics that are pertinent to professionals, such as career planning, maintaining a work-life balance, and gender balance. It also helps the company better understand specific issues affecting women.
Local Connect Women chapters consist of local networks of women engineers and managers who regularly meet to exchange ideas and propose concrete actions to facilitate integration and progression within Schlumberger. This provides a monthly forum for face-to-face networking and is meant to encourage continuous personal and professional development.
Stilettos to Steel Toes, an initiative established in 2009 in partnership with the Society of Women Engineers, challenges female engineering students to consider a nontraditional career in the oil and gas industry by offering the winner of an essay contest a student internship at a Schlumberger campus.