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Our 2017 Playbook


LAM C&B Team
2017 Playbook
Capitalizing
on the new fundations
In 2016 the Latin America Compensation & Benefits Team deployed a new approach for supporting operations. We had a strong conviction that as a function we could play an enabling role in the Transformation our company is undergoing. We translated this conviction into three commitments to the business: ensuring competitiveness; safeguarding consistency; facilitating informed business decisions.
At the dawn of a new organization, 2017 appears an ideal playground to further enhance this approach, challenging us to think new and act new.
It is our belief that reducing lead time without affecting the accuracy of comp driven analysis can have a tangible impact in the empowered Geomarkets; that we need to further tailor make our deliverables to the specificities of our product lines; and, that creative yet effective compensation models enable the deployment of people productivity initiatives. Our 2017 playbook is based in these beliefs, looking at deploying at a larger scale successful initiatives tested in 2016 and introducing new tools and models that better answer our clients’ needs.
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Ensuring Competitiveness
Guaranteeing our compensation remains competitive in the marketplace in order to protect the comparative advantage we have on People. Working with the business stakeholders to enable the deployment of eficiency initiatives
& Safeguarding Consistency
Relentlessly working as guardians of our compensation philosophy and aiming at lawless application of the policies on the ground.
Facilitating informed Business decisions
Actively providing visibility to valuable compensation driven data.


LAM C&B Team
2017 Playbook
Ensuring Competitiveness
Tailor made market assessments
People Engagement
We have historically assessed our position against the market based on Business Function (f.e. FE, FS, MT, PTEs, G&A) and geography. It provides an overview of these populations and is the foundation for the compensation decisions taken in a given Country. The complexity of the operational environment in which we operate may require a more targeted analysis. Market cuts allow us to compare with selected companies, specific locations or detailed populations. This is done on an ad hoc basis at the business unit owner’s request. In 2017, we will included it in the regular compensation cycle. In Q3, the compensation Team will sit down with every Product Line Manager in LAM to identify the compensation challenges faced and consider them proactively in the 2018 Comp review.
Valorizing our package
People Engagement
Our compensation philosophy is anchored in providing a balanced portfolio of income, protection and long-term stability (the famous Total Package approach). Such approach entails rendering a reasonable weight to insured and deferred benefits that are not immediate cash-driven. This results in an understandable communication gap between the actual value of some benefits and the employee’s perception of it. In the current environment, it is key to ensure we effectively communicate our C&B packages and employees are aware and value all of the components. As such, an innovative communication approach on this topic will be tested this year in two selected countries in LAM. Stay tuned!
Enabling new ways of working
People Productivity
As we shake the foundations of how we work, creatively deploying more productive and efficient ways of delivering our services to the client, the C&B Team plays a crucial role in ensuring that compensation models are adapted to this landscape. Multiskilling opportunities, reduced crew models, and people sharing initiatives require flexible schemes tailor made to each specific staffing/service delivery model. LAM has been a recognized playground for these initiatives with 21 new multiskilling bonus policies deployed last year. In 2017, we will embed this “enabler” role with the same enthusiasm, working hand-in-hand with Product Lines to successfully deploy these initiatives.
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Competitiveness @ hand
People Engagement
Competitiveness @ hand is a tool that enables every Manager to have immediate information on how competitive the compensation package of an employee is. It provides visibility on the position against the market regarding both base salary and total cash. Pre-populated scenarios allow the manager to access standard reports for High-Value lagged employees, population cuts by job discipline or location. The individual search option allows for zooming in on a speciic employee. The Competitiveness @ hand tool will be accessible to Group Operations Managers, Group HR Managers, Product Line Managers and Function Heads at Geomarket level. Visibility will be restricted to the population within the respective business unit.
Picture of Competitiveness @ hand tool


LAM C&B Team
2017 Playbook
Facilitating informed business decisions
Product Line compensation reviews
People Engagement
The C&B Team performs a yearly a compensation review for every country in which Schlumberger operates. This review assesses the competitive positioning of our employees in a given geography. The findings are presented per country to SL Compensation & Benefits and Geomarket Managers. In 2017, the outcome of this analysis was also presented per product line, performing in March’17 Group Comp reviews with the presence of Area Product Line VPs and their staff. Providing this visibility enabled targeted actions that proved to be key for the motivations and retention of our employees.
C&B training for Managers
People Engagement
Knowledge of our C&B philosophy, principles and application is essential for our managers in managing both their teams and business. As the new Geomarket structures are deployed and the new functions and product lines teams take the reins, we will reinforce our training calendar for H2 2017 to ensure that by year end 50% of Geomarket Manager and Group Ops Managers reports are trained on compensation and benefits. In a parallel manner, we will continue with our commitment to train the employees recently promoted to Field Service Manager.
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Comp cost simulator
People Planning
Being able to simulate and forecast compensation cost accurately allows business stakeholders to make informed business decisions. RoFo and tender preparation, as well as stafing decisions, require a clear understanding of how the compensation variable will impact the P&L and project inancials. The C&B Team has developed the comp cost calculator in order to provide at hand and accurate access to that information. It will be available to GOMs, their respective staffs and Product Line Managers.
n Stafing decisions n RoFo preparation
n Tender preparation
Comp cost simulator tool
Picture of Comp cost simulator tool


LAM C&B Team
2017 Playbook
Safeguarding Consistency
LAM integrations
People Planning
In 2016, we have performed 4 legal entity integrations that resulted in an overall increase in employee benefits and reduced costs for the company. We still have several countries in Latin America in which M-I SWACO, Geoservices and Schlumberger Land Rigs employees are under a different legal entity than Schlumberger OFS. In 2017, we will perform the gap analysis in the seven remaining countries/product lines (apart from CAM) and present it to the business to assess the pertinence of proceeding with an integration. The gap analysis includes a market assessment to ensure that any change is in-line with the Product line specific competitiveness, business model and affordability.
CAM insured benefits
People Planning
We started the year with all insured plans of Schlumberger and Cameron in Latin America evaluated in terms of market competitiveness against the Oilfield Services and Manufacturing market. The way forward strategies are designed and approved by the Cameron executive Team. 2017 stands as the year to deploy these strategies. Working hand-in-hand with the global sourcing team, we will ensure that all employees in the Schlumberger Group have life and medical insurance plans that are competitive within their respective market.
“No fringe benefit left behind”
Twin brother of the “No Wellsite Operating Bonus Left Behind” project deployed last year, the “No Fringe Benefit Left Behind” project is aimed at auditing and mapping the current fringe benefits per country while storing the source documents in a sustained and methodic approach. It is targeted at reducing the chances of red money resulting from incorrect or non-applicable payments.




LAM C&B Team
2017 Playbook
Facilitators
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Project Manager Framework
In a fast-paced environment, the compensation strategy of each Product Line/Geography requires managing several projects simultaneously.
To further align our efforts with business priorities, in Q1’17 we have deployed the C&B project management framework.
We are conident it will improve the quality our deliverables, while providing stakeholders visibility on the status of each project.
C&B eficiency
SLB measures the eficiency of the C&B function by the average number of packages treated and the time spent on projects per analyst per month.
For 2017 we are committed to respecting the ratio of 70 packages and 20 project credits per analyst per month.


Our 2017 Playbook
www.slb.com