EY presented at the 22 World Petroleum Congress, focusing on the changing dynamic of work, the impact and expectations of the future workforce.

1. Future Work Now
Michelle C. Seale
Principal, Strategy Oil & Gas |
Ernst & Young LLP

2. Page 2 Future Work Now
Why

3. Page 3 Future Work Now
The Fourth Industrial Revolution represents an
existential threat to companies in every industry

4. Page 4 Future Work Now
Employees more likely to
stay at a purpose-driven
company1.
3x
The amount of new technical
information is doubling every
two years2.
2x
Jobs will be displaced by
2030 as a result of
technology advances3.
2billion
Number of jobs the average
college senior will have by age 384.
10–14
of Fortune 500 companies from
2006 no longer exist5.
50 %
Sources:
1. The Energy Project, What Is Your Quality of Life at Work, 2013
2. Quartz, https://qz.com/472292/data-is-expected-to-double-every-two-years-for-the-next-decade/
3. EY research
4. Association of American Colleges and Universities – The Economic Value of Liberal Education
5. Richard Foster, Yale University

5. Page 5 Future Work Now
Employees are now more diverse and distributed than ever
Projected gap in the US
workforce by 2020.17million
of US workers work from
home some or all of the time.45%
Gen X
“Email me”
Traditionalist
“Write me”
Boomer
“Call me”
Millennial
“Text me”
Full-time Contingent RobotsMobile/traveler

6. Page 6 Future Work Now
We as an ecosystem will have to
respond to the impact of robotics
on our processes and employees
— adaptive learning and “human
skills” will be required of our
future workforces.
Source: https://hbr.org/2017/02/25-percent-of-ceos-
time-is-spent-on-tasks-machines-could-do
Source: http://fortune.com/2016/10/17/human-
workforce-ai//
Source: https://www.cognizant.com/the-work-ahead

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Change is now a continuous factor that is happening at a
rate never before seen …
By 2020 more than 75% of the S&P 500 will
be companies that we haven’t heard of yet.
— Richard Foster, Yale University
“When it comes to the future of
work, a late adopter is the
same as out of business.”
— Jacob Morgan

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How do you respond to the complexity of these
workforce dynamics in this environment of ever
increasing change?

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What

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Future Work Now is a
transformational program designed to
help companies create an agile,
flexible and resilient workforce that is
capable of thriving in the digital
economy.

11. Page 11 Future Work Now
Our program consists of seven levers we believe are central
to creating this new capability
Identifying an
aspirational reason
for being, serving
as the backbone of
the FWN
experience.
Identifying and
developing new
competencies
necessary to
effectively lead in
the digital age.
Understanding role
and team fit in an
effort to customize
techniques by
employee type and
improve overall
performance.
Helping employees
bring their best self
to work by
increasing
individual
mindfulness and
removing internal
stressors in
response to
external stimuli.
Harnessing
technology
to create
persona-based
experiences to
influence
engagement,
adoption and
productivity.
Setting the ideal
motivations and
rewards to create
an inspired
individual, team
and organization.
Creating synergy
between people’s
work experience
and physical
environment.2
Global
digital
leadership
3
Teaming
ability
4
Mind
clarity
5
Technology
experience
6
Performance
and rewards
7
Physical
environment
1
Collective
Purpose

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Future Work Now integrates your operating
model with your operating environment
Business
model

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Our Story

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Trends challenging EY, igniting our journey
Low EY Workspace
Satisfaction Index
Average age of EY an
employee.
32
Minutes average EY employee commute time
30–60
EY people, on average, in the office at any given time.
43%
Employees part
of an organization
with a greater sense
of purpose are 1.4x
more engaged and
3x more likely
to stay.
Smart machines will
replace 1 in 3 jobs
by 2025.
of employees
would switch to a
more empathetic
company
for equal pay.
of employees
would stay with a
company that
empathized with
their needs.
In 2013, the
average office space
allotment shifted from
200 to 150 square
feet per employee.
Virtual and
network teams
composed of varying
employees dominate
the new landscape.
56%
35%

15. Page 15 Future Work Now
Transformation journey
3. Teaming ability
Relentless pursuit of the best fueled by the caliber
of our people, the effectiveness of our teams and
the strength of the relationships we build.
5. Digital leadership
Developing and preparing our people to lead in the
digital age.
7. Physical environment
Align the strategies of IT, HR and Real Estate
finding a balance between cost, productivity,
recruiting, retention.
6. Collective purpose
Commitment to our collective purpose of Building a
Better Working World.
1. Mind clarity
Committed to helping each person bring more
present moment awareness to our lives and work,
increasing the physical, mental and emotional well
being of our people.
4. Performance and rewards
Transforming the way we attract, develop and
retain the best talent to meet the evolving needs of
our people.
2. Technology experience
Continued focus on leveraging technology to
increase engagement, collaboration, efficiencies
and productivity.
1 2
3
4
7
6
5
Promote a trust-based flexible environment
that enables our people to deliver
exceptional client service, individually and
through our highest performing teams, and
helps to attract and retain the best talent
Provide energizing and efficient workspaces
supported by current technology that
enables our people to work fluidly both in
and out of the office
Assist clients to create a strategic direction
and road map to align the strategies of IT,
HR, Real Estate, Communication, Change
Management and Workplace Services

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Learn more about Future Work
Now and Talent at
ey.com/oilandgas/talent

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Michelle C Seale
Principal, Strategy Oil & Gas
Ernst & Young LLP
Author biography
Michelle is a principal in EY’s strategy service based in Houston, Texas. She leads the
strategic transformation service for Oil & Gas in the Americas. She has 25 years of experience
leading large-scale transformational programs in the energy sector including oil and gas,
mining, and power and utilities. Her focus is on the end-to-end strategic considerations of any
transformational program such as strategy definition, operating model, organizational design,
KPIs/metrics, performance management and governance. She led the transformational
program for Suncor in Canada when they acquired PetroCanada’s downstream assets, which
included all change management implications within business operations. She also lead the
change management program for Sasol in South Africa to implement a new operating model
and organizational structure, as well as the change management implications associated with
end-to-end process redesign and technology enablement.

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