Oil & Gas Salary Guide | 21

INDUSTRY EMPLOYMENT
Stafng Levels
Projected headcount growth remains on par with the previous two
years. We have seen three years of consistently optimistic expectations
of headcount growth, indicative of the relevant confidence in the
industry.
In 2013 there was a slight dip in the number of employers planning to
increase their headcount by more than 10 per cent, reaffirming that
employers are setting realistic expectations for increases in the headcount.
The industry continues to rely heavily on contract workers and
companies expect this to continue and perhaps increase in the future.
PERCENTAGE OF STAFF EMPLOYED ON A
TEMPORARY OR CONTRACT ASSIGNMENT IN 2013
EXPECTATION THAT CONTRACTOR
LEVELS WILL CHANGE IN THE NEXT 12 MONTHS
EXPECTATION THAT EXPAT
LEVELS WILL CHANGE IN THE NEXT 12 MONTHS
41.6%
Increase
43.8%
Increase
40.5%
Remain the same
48.7%
Remain the same
17.9%
Decrease
7.6%
Decrease
None 12.5%
Between 5-20% 34.1%
Up to 5% 12.0%
More than 20% 41.4%
PERCENTAGE OF WORKFORCE
EMPLOYED AS AN EXPAT IN 2013
None 21.4%
Between 5-10% 22.9%
Up to 5% 21.8%
More than 10% 33.9%
AREAS IN WHICH CONTRACTORS
ARE EMPLOYED IN OIL AND GAS
Always Sometimes Never
Operations, Maintenance & Production
Petrochemicals
Project Controls
HSE & QAQC
Geoscience & Petroleum Engineering
Equipment & Supply
Engineering & Design
Drilling & Well Delivery
Subsea & Pipelines
45.4% 37.9% 16.6%
37.1% 36.3% 26.5%
40.4% 46.1% 13.5%
45.9% 38.9% 15.1%
27.7% 44.6% 27.7%
33.6% 43.6% 22.8%
38.1% 43.1% 18.8%
28.7% 40.9% 30.4%
34.1% 43.2% 22.7%
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On average, companies
rely less on expat
workers than in 2012.
22 | Oil & Gas Salary Guide
INDUSTRY EMPLOYMENT
Diversity and Movement of Workforce
A new generation has arrived and is now embedded in the world of
work. Generation Y (Gen Y) those born between 1983 and 1995
now represent a significant and increasing percentage of the global
labour market. As the Baby Boomers and Gen X start to leave the
workforce, this generation will take over the reigns and be responsible
for leading the worldwide economy.
Research recently conducted by Hays sheds some light on Gen Ys
attitudes to issues surrounding their work and careers: what attracts
them to a potential employer and what makes them stay such as
reward, training and work/life balance; what they look for in an ideal
boss; what they regard as key indicators of career success; and how
they relate to social media and emerging technology.
Its probably not surprising that our research shows that Gen Y across
the globe differs from prior generations in terms of their needs and
aspirations in the workplace. By and large, they look for a more
engaging employee value proposition than prior generations, and
value flexibility in when and where they work.
However, our research also shows that Gen Y differs considerably from
region to region and from country to country. For instance, while all
Gen Ys want to be compensated appropriately, wealth creation is much
more important to those in China than Gen Y in the UK or US where
work/life balance and job satisfaction are equally important.
In contrast, Gen Y in Japan view job security as the most important
indicator of career success. Gen Y in the US are more motivated by
making a difference to society than any other country surveyed,
whereas Gen Y UK are the most motivated by interesting work and
coming up with solutions, and workers in China value public recognition.
In terms of an ideal boss, Gen Y in the UK and US seek coaching,
mentoring and leadership, whereas in China and Japan they are more
interested in their boss being a confidant and an allocator of work.
In the oil and gas industry, the aging workforce and the increasing demand
for highly skilled professionals has created skills shortages in many
disciplines and in many parts of the world. In fact, our survey shows that
skills shortages are now the most important issue facing companies today.
Gen Y workers will play an increasingly important role in solving the
industrys skill shortages. Therefore it is critical for companies and their HR
departments to understand what motivates Gen Y so that they can most
effectively attract, motivate and retain them.
6.6%
7.3%
19.1%
22.7%
15.5%
11.5%
4.2%
8.5%
18.4%
8.6%
2.1%
11.3%
4.9%
0.3%
4.5%
92.7%
13.7%
17.6%
14.4%
13.7%
95.8%
11.4%
81.6%
10.1%
4.7%
88.7%
7.8%
2.0%
10.7%
89.3%
Australasia
24 and under
Asia
25-29
8.4%
91.6%
Africa
30-34
10.8%
89.2%
Europe
35-39
13.2%
86.8%
Russia and CIS
40-44
Middle East
45-49
North America
50-54
60-64
South America
55-59
65 and over
Male
Male
Female
Female
REGIONAL GENDER DIFFERENCES
DIVERSITY OF STAFF
INSIGHT INTO GENERATION Y
AGE DEMOGRAPHICS
Women and younger workers
make up more of the oil and gas
industry workforce than last year
24 | Oil & Gas Salary Guide
INDUSTRY EMPLOYMENT
Experience and Tenure
This year has seen a significant increase in the number of workers new
to the industry as companies are hiring more college graduates as well
as experienced workers to join their business from other industries.
However, years of experience of professionals within their current roles
have largely stayed the same with previous years.
With the baby boomer generation nearing retirement we could see an
exodus of professionals leaving the industry with vast knowledge and
skill sets. Employers can address this impending issue with appropriate
training and succession planning.
YEARS OF EXPERIENCE IN THE OIL AND GAS INDUSTRY
TIME IN CURRENT ROLE
YEARS OF EXPERIENCE FOR SPECIFIC DISCIPLINE AREAS
20+ years 10-19 years 5-9 years 0-4 years
Construction/
Installation
Project
Controls
Geoscience
Subsea/
Pipelines
36.0%
26.5%
23.0%
22.4%
26.4%
24.7%
30.1%
21.4%
16.2%
24.7%
19.0%
29.8%
21.4%
24.1%
27.9%
26.5%
35.6%
0-4 years
23.1%
5-9 years
21.7%
10-19 years
19.5%
20+ years
0%
20%
40%
60%
80%
100%
2011 2012 2013
26.0%
25.0%
28.7%
12.0%
8.3%
24.6%
29.2%
24.7%
13.7%
7.7%
23.4%
26.6%
24.9%
15.6%
9.5%
6 - 10 years
1-2 years
10+ years
3-5 years
Less than 1 year
Oil & Gas Salary Guide | 23
INDUSTRY EMPLOYMENT
Diversity and Movement of Workforce
33.2% 66.8%
22.7% 77.3%
34.7% 65.3%
31.4% 68.6% Australasia
49.6% 50.4% Asia
27.5% 72.5% Africa
48.5% 51.5% Europe
38.0% 62.0% Russia and CIS
Middle East
North America
South America
Working overseas Working in home country
WORKING OVERSEAS VERSUS WORKING IN HOME COUNTRY
86.5% 13.5%
26.5% 73.5%
26.0% 74.0%
47.4% 52.6% Australasia
23.0% 77.0% Asia
28.4% 71.6% Africa
30.5% 69.5% Europe
50.8% 49.2% Russia and CIS
Middle East
North America
South America
Imported labour Local labour
IMPORTED WORKFORCE VERSUS LOCAL WORKFORCE
MOVEMENT OF THE WORKFORCE
AGE DEMOGRAPHICS
WORKING AT HOME OR ABROAD
62%
Home
38%
Abroad
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Middle East dominated
by expatriates
Europe and Asia remain the
primary export of talent
Oil & Gas Salary Guide | 25
INCREASE IN HAYS JOB SEEKER MOBILE TRAFFIC 2012 VS 2013
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200%
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Job seeker mobile trafc usage
INDUSTRY EMPLOYMENT
Recruiting in the Digital Space
The following chart indicates the top three ways in which oil and gas
professionals find new jobs. Recruiting in the digital age means employers
need to cover all basis, having their jobs posted on multiple channels, so
that job seekers can easily navigate the job market.
Social media is obviously an important space to be in when targeting job
seekers. In addition to this however, recruiting in the digital space means
reaching your audiences when and where they are available and there may
be no better direct route then mobile technology. In a recent iMomentous
report, 36 per cent of Fortune 500 companies have a mobile website, yet
only 5 per cent permit applying via mobile capabilities. A Simply Hired
survey found that mobile users click on 60 per cent more jobs and spend
27 per cent more time looking at jobs. By not having your jobs in a mobile
environment could result in employers missing out on active candidates.
THE RISE OF ONLINE JOB BOARDS FOR JOB SEEKERS
MOBILE RECRUITING
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65 per cent of Hays countries
have experienced between
100 and 200 per cent+
increase in mobile trafc
compared to last year
85%
75%
69%
Online search Traditional networking Job board
Source: Study by Oil and Gas Jobsearch
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26 | Oil & Gas Salary Guide
INDUSTRY EMPLOYMENT
Employment Mix
Permanent hiring is at an all-time high compared to the results of our
past four salary guides. Areas where we are seeing the highest spike in
permanent staff levels are Global Super Majors and Operators. Both of
which are up by approximately 10 per cent compared to 2012.
Of note, Equipment Manufacturer & Suppliers were the only company
type to experience flat or declining percentages of permanent workers.
However, their permanent workforce percentage remains the highest out
of all company types.
EMPLOYMENT MIX BY COMPANY TYPE
Contractors
Consultancy
51.9%
50.6%
2.8%
3.3%
25.2%
27.3%
20.0%
18.8%
Oil Field Services
66.2% 3.4% 18.0% 12.4%
Equipment Manufacturer
& Supplier
EPCM
79.7%
62.2%
3.2%
1.4%
10.2%
21.7%
6.9%
14.8%
Operators
Global Super Major
69.0%
63.1%
2.2%
1.5%
12.4%
11.4%
16.4%
24.0%
Permanent Permanent/
part-time
Contracted
direct
Contracted
through
agency
Permanent hiring
on the rise
Fewer contractors
were engaged
with agencies
Oil & Gas Salary Guide | 27
INDUSTRY EMPLOYMENT
Employment Mix
PERCENTAGE CHANGE OF EMPLOYMENT TYPE FROM 2012 to 2013
-7.7%
-0.1%
-2.7%
10.5%
GLOBAL SUPER MAJOR
-0.1%
-0.3%
-2.9%
9.1%
EPCM
-3.0%
-0.1%
-2.3%
5.4%
OIL FIELD SERVICES
-3.9%
0.3%
-1.2%
4.8%
CONTRACTORS
-7.8%
0.8%
-2.5%
9.4%
OPERATORS
-0.1%
1.2%
-0.1%
-1.0%
EQUIPMENT MANUFACTURER & SUPPLIER
-7.6%
0.0%
-0.1%
7.6%
CONSULTANCY
Permanent Permanent/part-time Contracted direct Contracted through agency
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SECTION FIVE
INDUSTRY OUTLOOK
Long-term view is relatively strong, particularly for high potential
areas such as Brazil, the Gulf of Mexico, West Africa and the Arctic
28 | Oil & Gas Salary Guide
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SECTION FOUR
INDUSTRY
EMPLOYMENT
Plans for increasing stafng levels stays consistent with 2012
20 | Oil & Gas Salary Guide
0%
20%
40%
60%
80%
100%
2009 2010 2011 2012 2013
12.6%
12.7%
27.0%
34.2%
13.5%
13.9%
14.7%
34.1%
27.6%
9.7%
26.1%
25.3%
20.9%
23.3%
24.8%
22.9%
23.9%
23.2%
22.3%
23.8%
24.7%
23.5%
CONFIDENCE THAT STAFFING LEVELS WILL CHANGE IN THE NEXT 12 MONTHS
Remain static
Increase between 5-10%
Decrease
Increase up to 5%
Increase more than 10%
>70 per cent of employers plan to increase headcount in 2014
2010 2011 2012 2013 2014