Improved Environmental performance during fabrication at all constructions sites is ensured by focusing Group activities, at construction yards, that hold Environmental Management System (EMS) Certification (ISO 14001). In addition, compliance with regulatory requirements and contractual HSSE Standards is monitored throughout the project execution phase. Internal environmental audits are carried out as necessary to assess HSSE management standards.
A good example of the structured approach to environmental management in yards is the programme initiated in the new Brasa yard near Rio de Janeiro, Brazil. Please find more information in The Sustainability Initiatives Part.
Offices
Waste segregation programmes have been launched in offices across the Group’s Execution Centres. During 2012, the offices in Monaco strengthened their environmental programme with campaigns on reducing energy use. These successful campaigns included reducing the consumption of paper for printing documents and enhancement of, and use of, distant learning/computer based training to reduce travel.
The Schiedam office continues to segregate all IT residual waste for disposal in environmentally sustainable ways. The Houston office operates an IT computer-recycling programme which employees can use to dispose their personal computers if they wish to do so.
Travel
The Group offers 100% reimbursement of parking fees to employees working in Monaco who participate in the car-sharing scheme. The scheme contributes to efforts to reduce car related global CO2emissions.
The Group continues to operate and expand a Tele-presence network across its global office to reduce the need for work related business travel.
3.9 Human Resources
3.9.1 Introduction
2012 has been a year of transformation at SBM Offshore: a year during which SBM Offshore has re-defined its strategy to concentrate on its core business of FPSOs.
With the aim of ensuring a consistent global quality in all SBM Offshore's services, products and performances and promoting one business model across the Group, new ways of working have been implemented, founded upon autonomy and coherence, accountability and responsibility.
In order to support this new strategy and its continued growth, SBM has restructured its internal organisation during the course of the year via the following initiatives:
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Reinforcement of the role of Execution Centres (operational) and Group Functions (framework and standards).•
Divestment of GustoMSC Execution Centre.•
Integration of SBM-Services into the SBM-Monaco Execution Centre and Group Functions.Based on its values of team energy, success and ambition, SBM Offshore has further embedded a culture of performance, sending out a clear, consistent message:
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Work as one.•
Perform.•
Shape the future.3.9.2 Development
SBM Offshore encourages an environment of development and empowerment within which each staff member can contribute his/her skills and talents towards sustaining top performance and achieving rewards and recognition.
In these times of increasingly complex projects and technical challenges when the competition for the best Oil and Gas talent is more intense than ever, it is SBM Offshore's aim to develop from within and retain in-house the technical know-how that SBM Offshore sells to its clients, which remains its greatest asset.
Over the past few years, a series of programmes have been implemented within the framework of the Talent Management and Succession Planning process, thereby building the foundations for SBM Offshore's continued success.
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Our global and local People Reviews take place on a yearly basis and help SBM Offshore to ensure that it has the necessary successors ready for key positions.•
In 2011, SBM Offshore implemented a customised Leadership and Management Development (LMD) programme with the objective of building a common leadership and management culture and reinforcing these skills throughout the Company. Almost 70 participants attended in 2011 with just under 60 attending in 2012.•
In parallel, 2012 has seen the launching of a Middle Management Development Programme (MDP) that embodies the SBM Offshore's ambitions and is inspired by the LMD. Scheduled over a total of 6 days, it focuses on the following key skills: open communication and organisational buy-in, driving results, building and leading teams, decision-making and problem-solving and cross-border collaboration.anchoring the SBM Offshore Management competencies and behaviours across the Group. This personal learning contract includes a 360° survey for the participant (the Mentee) generating 3 strong points and 3 points for improvement. The Mentor and the Mentee then jointly define development objectives and implement actions derived from the
programme, culminating in a final individual development plan discussion. Following their active participation, attendees become Mentors for future participants in order to guide and challenge them throughout the process as well as provide continued support beyond the end of the training.
SBM Offshore also continues to offer international career opportunities to a significant number of employees to enhance their experience within the Group.
3.9.3 Training
As mentioned earlier, development of the competencies of SBM Offshore's employees through general and specific programmes is key to its performance and to the realisation of its strategic goals.
With these goals in mind, SBM Offshore provides a wide range of training and development opportunities to enhance the skills of its employees in all locations worldwide. The total training hours recorded for 2012 is 166,961 with a total of 4,067 permanent employees being trained on a total of 11,733 courses. In comparison with 2011 figures, 2012 total training hours have increased by 25%.