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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.





Research and Innovation

Through our global network of Research & Engineering (R&E) centers, Schlumberger is committed to advanced technology programs that enhance oilfield efficiency, reduce exploration and production costs, improve productivity, maximize reserve recovery, and increase asset value while also accomplishing these goals in a safe and environmentally sound manner.

Since 2008, our Early Stage Technology Corporate Venture group has supported external innovation by co-investing and codeveloping promising technologies with start-up companies in a broad range of disciplines, including technologies such as nanocrystalline cellulose, wireless power, high-pressure mass spectrometry, robotics, automation and control, and cybersecurity, all of which are being actively pursued. More recently, we have also invested in technologies around waste heat recovery and decarbonization, emissions monitoring and control, and renewable energy.

Technology Watch, a component of our University Relations program, identifies opportunities for commercializing game-changing technology and connects the most promising university teams with the Schlumberger Corporate Ventures group. Technologies currently being watched include drilling and treatment fluids that reduce our industry’s environmental footprint, advanced materials and chemistry for extreme environments, renewable energy, nanotechnology, robotics, mechatronics, automation, autonomous vehicles and the mobility transformation, power management and energy storage technology, and data analytics.

We are founding members of the NorTex Alliance of Petroleum Universities, which includes leading universities in Norway and Texas that are conducting applied research on carbon storage and reuse in operations to improve hydrocarbon recovery.

As one of four founding companies that established the Global Climate and Energy Project (GCEP) at Stanford University in 2002, Schlumberger has committed almost $25 million in collaboration with 40 institutions worldwide that have collectively committed more than $188 million. GCEP seeks ways to supply energy to meet the changing needs of the growing world population in ways that protect the environment. The project manages a portfolio of innovative energy research programs to develop technologies that are efficient, cost-effective when deployed on a large scale, and environmentally benign.

University Relations

Our University Relations program helps develop technical leaders and positively influence science and energy technology worldwide. In 2016, we continued to attract talented university graduates; advance education and research in engineering, manufacturing, science, and technology; promote academic entrepreneurship; support technology transfer; foster corporate, social, and environmental responsibility through university partnerships; and become change agents in communities by directly supporting education programs in STEM subjects.

Over the past five years, Schlumberger has invested more than $50 million in advancing science and engineering at more than 70 universities around the globe. These collaborations, many of which are ongoing, are directly relevant to the primary technical challenges facing the oil and gas sector. They include technologies for deepwater operations, such as 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, and 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.

More than 20 members of the Schlumberger leadership team serve on university boards around the world. Our representatives also serve on faculty or deans’ industry advisory boards, on departmental industry affiliates committees, and on student project committees at the undergraduate and graduate levels.

Schlumberger continues to sponsor and interact with several academic chairs, with a dozen professors active in 2016 and a few recently assigned by host universities in the United States, United Kingdom, and Egypt. This interaction also includes visiting professors in India, Malaysia, Netherlands, and the United States. We host competitions such as the Schlumberger Ocean Academic Competition, aimed at developing software competencies among select university and high school students, in addition to hosting a PetroChallenge™ competition aimed at promoting deeper knowledge of the sector and inter-disciplinary collaboration across engineering, science and business schools or faculties. We continued to support competitions organized by professional societies, such as the American Association of Petroleum Geologists Imperial Barrel Award and the Society of Exploration Geologists Geosciences without Borders, through grants, direct financing, and donations of software tools and expertise.

Recruiting

Schlumberger believes in meritocracy, early responsibility, and promotion from within. We provide a challenging workplace, we encourage fair employment practices, and we offer equal opportunities to all of our employees. For five years in a row we have been ranked by Universum as one of the world’s top-50 engineering employers.

Hiring for Success

Our recruiting strategy is based on a long-term vision. We hire the best talent globally. Our investment in the accelerated development of our people by exposing trainees to multiple experiences across a variety of locations and operations helps us develop an agile workforce and the next generation of business leaders.

Social Impact Challenge

Working in conjunction with the Society of Women Engineers (SWE), the Schlumberger recruiting team in North America sponsored a Serve 2 Succeed (S2S) social impact challenge by encouraging section members and partners to volunteer in their communities and to turn ideas into positive real-world impact.

Veteran Career Transition

Schlumberger held its first Industry Day for veterans in 2016 and provided them with an overview of the oil and gas industry. Other activities for the day included a tour of the Company’s Sugar Land campus, shop facilities, and a drilling rig. Several members of the human resources team volunteered their time and expertise to provide the veterans with a personalized one-on-one resume and interviewing workshop. Schlumberger partnered with the Lone Star Veteran Association, NextOpVets, and several industry organizations to participate in monthly workshops focused on helping veterans transitioning between military and civilian service improve their skills in resume writing, interviewing tips, virtual branding, and financial responsibility.

Training and Development

Our investment in employee training and development is one of the largest among oilfield services companies. High-quality training is fundamental to the success of our employees, as well as to the success of our business. Our ability to adapt to new business challenges depends on the ability of our people to develop their competencies.

Training and development are continuous processes at Schlumberger. Training is delivered through classroom-based instruction, live simulations at learning centers, self-paced learning using the latest interactive technologies, and on-the-job education. Development opportunities include coaching, mentoring, and cross-training through career mobility to expose employees to new roles, geographies, business segments, and functions.

Depending on job position, all of our employees take various training modules on the topics of ethics, governance, compliance, health, environment, safety, and social responsibility. All employees prepare annual training and development plans with their managers and agree on specific actions for the year. Our goals are to foster partnerships between employees and the Company, and to create value for employees by enabling them to keep their skills current and to develop their talents to their full potential.

We also offer a significant number of internships for students, and many of our people started with Schlumberger this way. Interns generally progress through a period of intensive off-the-job technical training or receive on-the-job training interspersed with formal seminars.

NExT Oil and Gas Training and Competency Development

NExT, a Schlumberger company, provides training, competency and professional development services for the oil and gas industry. With a portfolio of over 600 courses, training programs, and competency services covering technical and software skills, NExT assists in developing the petrotechnical expertise needed to meet today’s increasingly complex industry challenges. NExT instructs more than 10,000 technical experts across the energy sector each year with 24 dedicated subject matter experts and about 3,000 instructors teaching 11 disciplines in 119 countries.

Employee Development

Opportunities are provided for employees to develop their full potential through a combination of training and experience during a progression of roles. For certain positions, our goal is to transfer employees to new roles every 24 to 36 months. Our borderless career philosophy means we support multiple flexible career paths; we take risks on people in developing them across functions, businesses and geographies. We provide employees with the necessary training to enable them to fulfill the requirements of their current role or position.

Learning Centers

Our global network of learning centers are busy year-round. 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 all employees are offered courses that last from several days to 12 weeks, or are multiyear.

Engage to Excel

A new employee engagement survey in 2016 aimed at accelerating our transformation and improving our performance received a 95% participation rate by Schlumberger employees. Called Engage to Excel, the survey provided employees around the world with an opportunity to suggest ways to improve their work environment, grow our enterprise, and give back to local communities. More than 93,000 employees in 100 countries responded to 18 survey questions administered by Gallup Inc. The survey uncovered insights that helped Schlumberger identify strengths along with areas that need improvement.

Learn more about our Recruiting and Training.

Knowledge Management

The approach to knowledge management at Schlumberger encourages employees around the globe to share their expertise across the full spectrum of the Company’s day-to-day activities, this includes topics such as addressing health, safety, and environmental concerns during our operations and best practices across all domains. Using established knowledge management systems and processes, Schlumberger employees address the technical challenges of the oil and gas industry. Within this strong culture of knowledge sharing, the Schlumberger approach to knowledge management enables people to connect, collaborate, and learn from one another on a daily basis.

Our employees have viewed 10.8 million pieces of vetted information in the corporate knowledge base, and they accessed over 29,000 entries in our internal encyclopedia 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 9.8 million times annually.

Diversity

Making diversity a business priority has given us access to the best people, no matter where they were born. Our people are our main asset. Schlumberger sees diversity of its workforce as an important part of its cultural philosophy and a business imperative because it enables the Company to serve clients anywhere in the world. We attract top performers from the countries where we work, and this broad range of perspectives enables us to better understand national issues, respond to local concerns, and deliver services that meet the unique expectations and requirements of our stakeholders and customers.

National and Cultural Diversity

One of our greatest strengths is the diversity of our workforce, with men and women of many nationalities and backgrounds working together and sharing common objectives. Schlumberger recruits and develops people in alignment with our business objectives and proportional to the revenue derived from the countries in which we work. Our long-standing commitment to national and cultural diversity fosters a culture that is global in outlook yet local in practice, and that permeates every layer of the Company, including every level of management.

Management Diversity

Employees from non-Western nationalities and emerging countries are now integrated into every level of the workforce, including senior management. The composition of our Board of Directors also reflects the diversity of the Company.

Age Diversity

Ongoing changes in the composition of our workforce require an adaptive approach toward recruitment, retention, and the mobility of our employees. As oil and gas companies lose the experience and expertise of senior professionals leaving the industry through retirement, 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, and we benefit from the perspectives younger employees bring to the Company.

Gender Diversity

In accordance with the United Nations Sustainable Development Goal of achieving gender equality, we strive to meet the evolving needs of our workforce in terms of gender equality, work-life balance, and dual career expectations. We believe this focus helps us maintain our competitive edge. Schlumberger continually monitors equality in compensation for men and women globally across all grades with the goal of maintaining equity. Our gender diversity focus began in 1994, when the Company set an overall target of having women comprise 15% of our workforce by 2015. After achieving this milestone ahead of schedule in 2011, we set a new target of having women comprise 25% of our workforce at all levels of the organization by 2020. Today, women make up 16.4% of the Schlumberger workforce— double that of the oil and gas industry worldwide. Within our salaried population, 19.2% are female.

Connecting Women

Connect Women, a networking community within Schlumberger, enables women and men around the globe to ask questions internally and provide guidance on a wide variety of topics, such as career planning, work-life balance, and gender equality. Connect Women’s mission is to empower women to achieve their full potential through networking, mentoring, development, and community outreach. Connect Women has more than 50 local chapters around the world that enable members and managers to meet regularly to exchange ideas and propose concrete actions to facilitate integration and career progression within Schlumberger. In 2016, Connect Women more than doubled its membership to more than 6,800 to become the largest community in Schlumberger. Global activities reached a new record of more than 55,000 downloads and included webinars, newsletters, and highlights of internal and external leaders.

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