mtcs | mercer total compensation survey for the energy sector 2013 results presentation · 2013. 9....

MTCS | MERCER TOTAL COMPENSATIONSURVEY FOR THE ENERGY SECTOR2013 RESULTS PRESENTATION23 SEPTEMBER 2013

Brian Brown, Brian Lindenberg, Graham Dodd,Carolyn Kildare, Grant Ashley, Tyronne Stoudemireand Joanna Stacke

MERCER

MTCS for the Energy SectorAgenda

7:45 – 8:30 am Breakfast

8:30 amWelcomeBrian Brown, Senior PartnerThe Canadian Energy VerticalBrian Lindenberg, Mercer Health & BenefitsIndustry Trends and ChallengesGraham Dodd, Mercer Talent ConsultingMTCS Survey Participation and Compensation TrendsCarolyn Kildare, Mercer Information Solutions

10:15 am Break

10:30amIncentives and Pay MixGrant Ashley, Mercer Talent ConsultingThe Business Case for DiversityTyronne Stoudemire, Mercer Diversity & Inclusion

12:00 pmWrap up and CloseJoanna Stacke, Mercer Information Solutions

1

2013 MTCS RESULTS MEETINGTHE CANADIAN ENERGY VERTICAL

September 23, 2013 2

MERCER 3

What You Know About Mercer

• We are a large consulting firm

• We do great survey work

• Our MTCS Energy survey is the definitive resource for compensationplanning data

• Our survey group Information Solutions is great to deal with

MERCER

What You Might Not Know About Mercer

• We are the largest human resources consulting firm

• We do more than surveys

• Every second year, the MTCS survey includes a benefits and pensionsmodule

• Pensions and benefits are critical components in the war for talent

• We have more clients in the oil and gas sector than anyone else

• We have recently launched our Mercer Energy Vertical initiative

• We Know Energy

4

MERCER

We Know Energy

• We are looking for ways to add value – particularly for MTCS participants

• What you can expect from us– Energy specific roundtables and seminars– Regular email bursts leveraging the MTCS data– Topical publications– Pulse surveys– Tools and analytics– Data

5

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We Know Energy

• We would like to hear from you

• 2014 is a Benefits and Pensions module year– Is there anything missing?– How can we can add more value?– How can we ensure the information is being used?

6

2013 MTCS RESULTS MEETINGINDUSTRY TRENDS AND CHALLENGES

7

MERCER

Long-term solutions needed to meet workforcerequirements

Industry Trends and ChallengesExecutive Summary

Energy sector activity is relatively stable

US energy production forecasted to rise

Uncertain outlook for crude oil prices

Industry growth and workforce change driving projectedlabour shortages

88

MERCER

Energy Industry Trends

9Source: “Canadian energy sector at risk due to surging US energy production”, The Financial Post, 20 June 2013

“US production of oil and gas is surging. This is greatnews for America, which should be able to reduce its

reliance on energy imported from unstable orundemocratic regimes.

But for Canada, growing US energy self-reliancepresents a huge challenge. We are dependent on oneforeign buyer for most of our energy sales. When that

buyer has options, the need to diversify is obvious.

Rising US energy production is a game-changer forCanada.”

Glen Hodgson, Senior Vice President and Chief EconomistConference Board of Canada

MERCER 10March 13, 2013

MERCER 11

WCSB Takeaway Capacity vs. Supply Forecast

0

1000

2000

3000

4000

5000

6000

7000

8000

2010 2014 2024

MM

BOE

perD

ay

Western Canadian Supply plusU.S. Bakken Movements

Existing Pipeline Capacity

Source: CAPP

MERCER

1959……….

12

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Borden Commission

13

MERCER 14

Energy Industry TrendsRigs in Operation

Source: Baker Hughes Worldwide Rig Counts

MERCER 15

Energy Industry Trends2005-2013: Oil and Gas Prices

0

2

4

6

8

10

12

14

16

0

20

40

60

80

100

120

140

160

West Texas Intermediate Crude Oil Price Natural Gas Henry Hub Spot Price

Stable oil pricesNatural gas prices remain low

MERCER

• The projected decline inenergy imports reflects:– increased domestic

petroleum and natural gasproduction;

– increased use of bio fuels(much of which are produceddomestically);

– demand reductions resultingfrom rising energy prices andthe adoption of newefficiency standards forvehicles.

• The projected net importshare of total US energyconsumption is 9 percent in2040, compared with 19percent in 2011 (the sharewas 30 percent in 2005).

16

Production

19%

History 2011 Projections

0

25

50

75

100

125

1980 1990 2000 2020 2030 2040

Consumption9%

2010

2005

Net imports 30%

2035

10%

Production

19%

History 2011 Projections

0

25

50

75

100

125

1980 1990 2000 2020 2030 2040

Consumption9%

2010

2005

Net imports 30%

2035

10%

Source:

Energy Industry TrendsTotal US Energy Production and Consumption, 1980 - 2040

MERCER

Energy Industry TrendsCrude Oil Price Forecasts

17

MERCER 18

Energy Industry TrendsCrude Oil Prices: Western Canadian Select vs. West Texas Intermediate

$50.00

$60.00

$70.00

$80.00

$90.00

$100.00

$110.00

WTI WCS

Source: Baytex

2012 2013

Oct 2012:$9.69

July 2013:$25.56

MERCER 19

Energy Industry TrendsIndustry Employment Outlook in Different Scenarios

Oil and Gas Industry Employment Outlook to 2022

In the Low Growth scenario, the industry adds just under 18,300 jobs, while in the Expansionscenario, the industry adds 38,700 jobs.

195,200199,700

213,500(+9%)

233,900(+20%)

170,000

180,000

190,000

200,000

210,000

220,000

230,000

240,000

2012E 2013F 2014F 2015F 2016F 2017F 2018F 2019F 2020F 2021F 2022F

Num

bero

fJob

s

Low Growth Scenario Expansion Scenario

Source: Petroleum Human Resource Council, May 2013

Difference:20,400 jobs

MERCER

6.0

5.4

0.0

1.0

2.0

3.0

4.0

5.0

6.0

7.0

8.0

9.0

10.0

2006A 2007A 2008A 2009A 2010A 2011A 2012E 2013F 2014F 2015F 2016F 2017F 2018F 2019F 2020F 2021F 2022F

Une

mpl

oym

entR

ate

(%)

Balanced Labour Market Low Growth Scenario Expansion Scenario

Energy Industry TrendsProjected Labour Shortages

20

Industry unemployment rates fall below a balanced labour market for the durationof the projection period.

5.1 5.6 4.9

Severe shortages experienced in 2007 are expected to return by 2014 when theindustry unemployment rate falls to around five percent in either scenario.

Source: Petroleum Human Resource Council, May 2013

MERCER

Energy Industry TrendsFactors Driving Hiring Demand

21

Age-RelatedAttrition

IndustryActivityLevels

WorkforceCompetition

Source: Petroleum Human Resource Council Labour Market Information, May 2013

MERCER

Energy Industry TrendsHiring Due to Age-Related Attrition

22

Occupation Average Age of Labour Force Age-related Attrition to 2011

Oil and Gas Industry as a Whole 40 23%

Supervisors, petroleum, gas and chemicalprocessing and utilities

44 32%

Drilling coordinators/production managers 44 31%

Geologists and geophysicists 44 29%

Industrial engineering and manufacturingtechnologists and technicians

42 29%

Inspectors in public and environmentalhealth and safety

42 29%

Purchasing agents and officers 42 28%

Supervisors, oil and gas drilling andservice

43 27%

Non-destructive testers and inspectiontechnicians

40 26%

Project engineers 41 25%

Petroleum engineers 42 25%


Over the next decade, 23% of the industry’s workforce will be eligible to retire.

MERCER

Upstream Technicians

Drillers

Drilling Supervisors

Upstream Operators /Technicians

Energy Industry TrendsThe Most Critical Talent Gaps

Petroleum Engineers

Petroleum Engineers(unspecified)

Reservoir Engineers

Drilling Engineers

Completions Engineers

Production Engineers

ManagersRefining Engineers &Technicians

Project Managers

Operation Foreman / Supervisor

Managers / Senior Managers(e.g., Engineering, Logistic,

Quality) – no single dominantposition

Leadership (Directors andabove) – no single dominant

position

Plant / Operations Engineers

Process Engineers

Downstream Operators /Technicians

Sales / Business Development

Sales Managers

Traders

Commercial

Only positions cited by 3 or more respondents are included and listedindividually in this exhibit. Positions shown in bolded font were cited by 10 or

more respondents. The job types noted as having “no single dominantposition” were collectively cited at least 3 times (10 or more times if bold) and

therefore deserved mention but the individual positions given as exampleswere cited by fewer than 3 respondents.

23

Geologists

Geophysicists

Geoscientists

Geoscientists Power Engineers

Other Engineers (e.g., Facility,Maintenance, Mechanical,Chemical, Electrical) – nosingle dominant position

Other Engineers

Source: Mercer Oil & Gas Talent Outlook and Strategies Industry Survey, June 2013

MERCER

Upstream Technicians

Drillers

Drilling Supervisors

Upstream Operators /Technicians

Energy Industry TrendsThe Most Critical Talent Gaps - Canada

Petroleum Engineers

Petroleum Engineers

Reservoir Engineers

Drilling Engineers

Completions Engineers

Production Engineers

ManagersRefining Engineers &Technicians

Project Managers

Operation Foreman /Supervisor

Managers / Senior Managers(e.g., Engineering, Logistic,

Quality) – no single dominantposition

Leadership (Directors andabove) – no single dominant

position

Plant / Operations Engineers

Process Engineers

Downstream Operators /Technicians

Sales / Business Development

Sales Managers

Traders

Commercial

24

Geologists

Geophysicists

Geoscientists

Geoscientists Power Engineers

Other Engineers (e.g., Facility,Maintenance, Mechanical,Chemical, Electrical) – nosingle dominant position

Other Engineers

Sources: Mercer Oil & Gas Talent Outlook and Strategies Industry Survey, June-July 2006 vs. June 2013 – Canada Cut

MERCER

Energy Industry TrendsShort-term Hiring Outlook (2013 – 2015)

25

In the short term, growth and workforce competition drives the majority ofindustry hiring. If market diversification occurs, an additional 5,860 jobs will be

created in the Expansion scenario.


MERCER

44%32%

56%68%

0%

100%

2006 2013

Energy Industry TrendsEmployee Sourcing

Build

Buy% of openpositions

filled

26

Definitions:

Build – promote, train, or transferexisting employees

Buy – hire workers from outsideyour organization

The shift toward buying talent is at odds with O&G companies’ stated focus oninternal development and workforce planning.

Disconnect !

Sources: Mercer Oil & Gas Talent Outlook and Strategies Industry Survey, June-July 2006 vs. June 2013

Other company’s employees are increasingly the preferred source for new hires.

MERCER

0%

10%

20%

30%

40%

50%

60%

Current employeesfrom other oil andgas companies

Experienced hiresfrom outside oil and

gas industry

Contractors /temporary workers /outsource function

Colleges /universities

Retirees from otheroil and gascompanies

Retirees from yourorganization

Expected to increase

Expected to remain unchanged

Expected to decrease

Reliance on source:

Energy Industry TrendsEmployee Sourcing Trends in Canada

Current and planned sourcing strategies (CANADA)% of current outside hires from source, anticipated change in reliance1

1 Directional indication of change in reliance reflects planned strategy indicated by majority of respondents to the item2 50% of the respondents anticipate an increase while 47% foresee no change in their reliance on this source for external hires

% ofexternal

hires

27S

2

Competition for talent will become more intense as companies increase their relianceon the employees of other oil & gas companies for filling open positions.

Sources: Mercer Oil & Gas Talent Outlook and Strategies Industry Survey, June-July 2006 vs. June 2013 – Canada Cut

MERCER

The Oil & Gas Talent Outlook Survey is still open!For those who did not participate but are interested in the detailed results

• https://surveys.qualtrics.com/SE/?SID=SV_1LjbJB52KMLf7Jr

28

MERCER

Energy Industry TrendsWorkforce Solutions to Increase the Energy Industry Talent Pool

29

Labour from otherCanadian markets

Enhance mobility ofskills and

qualifications

Improve educationand training

effectiveness

Highlight careeropportunities in the

industry

Increase use andcompletion of

apprenticeships

TFW for short-term;skill-specific/industryspecific immigration

for long-term

Collaborate withgovernment,

education andtraining


2013 MTCS RESULTS MEETINGSURVEY PARTICIPATION

30

MERCER

2013 Survey ParticipationExecutive Summary

Participant numbers up in 2013

Incumbent numbers up 11% compared to 2012

67 companies were Early Birds in 2013, up from 59 in 2012

3131

MERCER

2013 Survey ParticipationMTCS Continues to Grow

2010 2011 2012 2013

Organizations: 186 196 209 213

Incumbents: 101,481 ( 5%) 115,685 ( 14%) 134,106 ( 16%) 148,452 ( 11%)

20102013

10%

NewParticipants

90%Existing

Participants

2011

32

2012

32

MERCER

2013 Survey ParticipationOn-Time vs. Late Incumbent Submissions

33

0%

20%

40%

60%

80%

100%

2010 2011 2012 2013

51%66% 63%

71%

Perc

ento

fInc

umbe

ntSu

bmis

sion

s(%

)

On-time 1 week late 2 weeks late 3 or more weeks late

More Early Birds and More On-Time Submissions Than Ever.

MERCER

2013 Survey ParticipationEarly Birds Receiving a Free Peer Group

34

ARC Resources ConocoPhillips Mancal Energy PetroKhazakhstan Sunshine Oilsands

AREVA Resources Devon Canada MEGlobal Peyto Exploration TAQA North

Arsenal Energy Dover Operating Co Newalta Polar Star Tarpon Energy Svces

ATCO Pipelines ERCB Niska Gas Storage Precision Drilling Tartan Canada

ATCO Power Ensign Energy North West Redwater Saipem Total E&P

Baytex Energy Epcor NOVA Chemicals Sanjel TransCanada

Bellatrix Exploration FortisAlberta NuVista Energy Savanna EnergySvces

Trican Well Svces

BP Canada Gibson Energy OMERS Energy Svces SemCAMS Trilogy Energy

CAPP Grizzly Oil Sands Optasense Sherritt International United HydrocarbonIntl

CanEra Hunt Oil Company O’Rourke Engineering Signalta Resources US Oil Sands

Canexus Inter Pipeline Fund Packers Plus Sinopec Daylight Velvet Energy

Capital Power Ivanhoe Energy Paramount Resources Standard Land Weatherford

Chevron CanadaResources

Keyera Corp Parex Resources Storm Resources Williams

Chinook Energy Laricina Energy Petrobank

MERCER

Fully Integrated3%

E&P47%

Services andDrilling

16%

Utilities7%

Public Sector3%

Pipeline/Midstream

9%

Downstream3%

EPC4%

Other8%

2013 Survey ParticipationDistribution of Participants by Industry Segment

35

Percent of Organizations (Incumbents)

(20%)

(23%)

(17%)

(12%)

(1%)

(11%)

(1%)

(12%)(3%)

MERCER

2013 Survey ParticipationDistribution of Incumbents by Geography

36

2%

9%Edmonton

36%Calgary

1%

8%

2%Atlantic Region

12%Fort McMurray

7%

24%Other AB

Figures may not add to 100% due to rounding

MERCER

2013 Survey ParticipationDistribution of Incumbents by Career Stream

0%

10%

20%

30%

40%

50%

Exec Stream (1)Total

Mgmt Stream (2)Total

Prof Stream (3)Total

Hrly/Para-ProfStream (4) Total

1%

13%

40%

46%

Perc

ento

fInc

umbe

nts

(%)

37

999.999.999Position Code

MERCER

2013 Survey ParticipationNew Jobs

38

Job N Obs Job N Obs

Stakeholder Relations D 9 31 Power Plant Operations Executive 4 5Joint Venture Analyst E 3 7 Power Plant Operations Manager 2 7Joint Venture Analyst D 5 18 Utilities Business Manager 4 9Joint Venture Analyst C 5 18 Plant Overhaul Supervisor 1 4Joint Venture Analyst B 8 10 Tariff and Interconnection Services Supervisor 1 1Joint Venture Analyst A 4 5 Planning and Design Representative (Technical) 2 43Joint Venture Administrator IV 3 7 Power Emergency Planning Manager 1 5Joint Venture Administrator III 3 7 Field Operations Manager 11 119Joint Venture Administrator II 5 11 Gas Operations Customer Representative 2 63Joint Venture Administrator Ib 3 4 Gas Operations Mechanic 4 647Joint Venture Administrator Ia 2 2 Grid Planning Manager 1 1Engineering Team Leader 21 206 Transmission and Distribution Systems Manager 7 33Project Management Director 18 58 Automated Meter Infrastructure (AMI) Manager 2 2

Substations Manager 3 9

Nine of the new jobs did not receive sufficient matching to be reported.

• Three organizations must report at least three observations to display a mean.

• Four organizations must report at least four observations to display a median.

• Five organizations must report at least five observations to display 25th and 75th percentiles.

2013 MTCS RESULTS MEETINGBASE COMPENSATION TRENDS

39

MERCER

Base Compensation TrendsExecutive Summary

Energy sector base salary increases continue to outpacegeneral industry

2013 average salary increase budgets are 4.3%

Salary budget forecasts are similar to 2013’s actual levels

Base compensation is not the whole picture

4040

MERCER

Base Compensation TrendsInflation vs. MTCS Office Employee Average Salary Increases

41

0%

1%

2%

3%

4%

5%

6%

7%

8%

9%

10%

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

Perc

ent

Inflation Rate MTCS - Office Salary Increases

Energy sector salary increases dipped in 2013, but not as much as the inflation rate.

Sources: CPI data is Average Canada CPI per year;MTCS office salary increase data from MTCS Policy reports

MERCER

Base Compensation Trends2013 Actual Salary Increases - Top Industries / Geography

42

4.3%

3.4%

3.2%

3.5%

3.5%

3.0%

3.3%

3.3%

3.2%

0% 1% 2% 3% 4% 5%

Oil & Gas

Natural Resources

Public Sector / Not for Profit

Utilities

For Profit Services

Non-Durable Manufacturing

Greater Calgary

Other Alberta

National

Source: Mercer, CPS | Compensation Planning Survey for Non-Union Employees, 2013-2014. Excludes zero values

Oil & Gas’ 2013 actual salary increase of 4.3% is less than 2012’s 4.6%.

MERCER

Base Compensation TrendsThe Canadian Energy Sector Premium

43

3.0%3.2% 3.2% 3.1%3.2%

3.4% 3.3% 3.2%

3.9%

4.5%4.3%

4.1%

0%

1%

2%

3%

4%

5%

6%

2011 2012 2013 2014 Projected

Per

cent

General Industry:National

General Industry:Greater Calgary

MTCS - AllCompanies (OfficeEmployees)

0.7%

0.9% 1.0%0.9%

The energy sector premium remains consistent.

Source: Mercer, CPS | Compensation PlanningSurvey for Non-Union Employees, 2010-2013 Excludes companies with

0% increase

MERCER

Base Compensation TrendsSalary Increase Budgets by Industry Sub-sector (Office Employees)

4.3%

3.8%

4.7%

4.0%3.7%

4.3%4.1%

4.6% 4.5%

4.9%

4.4%

4.0%4.0% 4.0%4.2%

3.4%

0.00%

1.00%

2.00%

3.00%

4.00%

5.00%

6.00%

2013 Salary Increase Budgets 2014 Projected Budgets

MTCS - All

E&P - All

E&P 100,000 BOE

Services & Drilling

Pipeline/ Midstream

Utilities

44

Salary increase budgets are highest for mid-sized E&P and lowest for utilities.

Excludes zero values

MERCER

Base Compensation TrendsOffice vs. Field Salary Increase Budget Trends

45

3.6%3.9%

4.5%4.3%

4.1%

3.2%

3.7%

4.1%4.2%4.4%

0%

1%

2%

3%

4%

5%

2010 2011 2012 2013 2014 Projected

Perc

ent

Office

Field/ Hourly

0.4% 0.2% 0.1%

The difference between office and field salary increase budgets is decreasing.

* Excludes companies with 0% increase

0.1% -

4.1%4.0%3.7%

MERCER

Base Compensation Trends: Hot JobsBased on Percent Change in Base Salary, Year-Over-Year

7.4%

7.4%

7.4%

7.4%

7.2%

7.2%

8.1%

7.7%

7.5%

7.7%

0% 2% 4% 6% 8% 10%

Payroll Assistant III

Safety/Environmental RepresentativeA

Field Operator (Supervisory)

Geologist A

Landman - Land Contracts &Negotiations C

Cost Controller B

Community Affairs B

Geologist B

Landman - Land Contracts &Negotiations B

Second Level Finance Executive

Average Increase % in Base Salary

46

Six of the 10 hottest jobs are developmental roles.

* Hot Jobs include only those positions with a minimum of 10 Organizations Matching.Data includes common organizations, common positions across both years.

N=18

N=34

N=26

N=38

N=22

N=17

N=27

N=17

N=16

N=40

MERCER

Base Compensation Trends: Cold JobsBased on Percent Change in Base Salary, Year-Over-Year

2.4% 2.5% 2.6%

3.4% 3.4% 3.4% 3.4% 3.4% 3.5%3.6%

0%

1%

2%

3%

4%

5%

Aver

age

Incr

ease

%in

Bas

eSa

lary

47

* Cold Jobs include only those positions with a minimum of 10 Organizations Matching.Data includes common organizations, common positions across both years.

N=11 N=40 N=16 N=14 N=11 N=12 N=19 N=10 N=18 N=11

Very few ‘cold’ jobs had year-over-year percent change inaverage base salary below 3%.

MERCER

Base Compensation Trends: Year-Over-Year TrendsChange in Same Organization, Same Job Base Salary

13.1

12.6

12.4

12.2

11.7

11.6

30.1

15.7

14.0

14.7

0 2 4 6 8 10 12 14 16 18 20 22 24 26 28 30 32

Category Management Manager

Service Operator II

Project Manager B

Service Operator I

Research Scientist E

Project Quality Assurance Analyst

Estimator B

Estimator D

Top Division Executive

Crude Oil Scheduler

Average Increase % in Base Salary

48

Category Management Manager has seen the strongest changein year-over-year base compensation.

N=5

N=6

N=6

N=7

N=5

N=11

N=8

N=10

N=5

N=6

20.7%

0.7%

14.4%

1.2%

4.9%

6.5%

7.1%

6.4%

5.0%

7.9%

Indiv OrgMedian % Chg

MERCER

Base Compensation TrendsThe Job Allowance

49September 23, 2013

Typical CompensationCalculation

Market-Adjusted Compensation

Total Base Salary Base Salary+ Job Allowance= Total Base Salary

Short-term Incentive/Bonus Short-term Incentive/BonusNon-Guaranteed Cash Non-Guaranteed CashTotal Cash Compensation Total Cash Compensation

including Other Guaranteed CashPerquisites PerquisitesLong-term Incentives Long-term IncentivesTotal Direct Compensation Total Direct Compensation

including Other Guaranteed CashOther Guaranteed Cash

In some segments the Job Allowance/Job Bonus is an important ‘adjustment’ tobase salary structure.

MERCER

Base Compensation TrendsAdjusting Salary Structures to Market Pay Using Job Allowance:Engineer C, Field Specialization

$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

$140,000

50

Base Salary Median = $47.0

Base Salary + Other Guaranteed Cash Median = $90.7

MERCER

Base Salary TrendsEngineer C Base Salary by Specialization

51

$40

$60

$80

$100

$120

Bas

eSa

lary

000'

s

Median Engineer C is $100.7

Engineer C pay shows significant variation between specializations.

MERCER

Total Cash Compensation TrendsEngineer C Total Cash Compensation Including Other Guaranteed Cash

52

$60

$80

$100

$120

$140

$160

Tota

lCas

hC

omp

Inc

Oth

erG

uara

ntee

dC

ash$

000'

s

Median Engineer C is $112.0

Engineer C pay shows significant variation between specializations.

MERCER

Total Cash Compensation TrendsReservoir Engineers Progression by Level – Total Cash CompensationIncluding Other Guaranteed Cash

$50

$100

$150

$200

$250

$300

$350

$400

$450

Engineer A Engineer B Engineer C Engineer D Engineer E Engineer F Engineer G EngineeringManager

Tota

lCas

hC

omp

Inc

Oth

erG

uara

ntee

dC

ash

$000

's

53

75th %ile

25th %ile

MedianAverage

Compensation progression by level shows a steady trend.

MERCER

Hi-Lo Spread 44% 30% 32% 38% 44% 62% 56%

Total Cash Compensation TrendsMedian Total Cash Including Other Guaranteed Cash by Career Leveland Specialization

50

100

150

200

250

300

EngineeringManager

Engineer FEngineer EEngineer DEngineer CEngineer BEngineer A

Tota

lCas

hC

omp

Inc.

Oth

erG

uara

ntee

dC

ash

$000

’s

CivilElectricalPipelineMechanicalProcessFieldDrillingFacilitiesProjectProductionCompletionsMiningReservoir/ExploitationCorrosion/IntegrityReserves

54

The spread between highest and lowest based on specialization increaseswith experience and seniority.

MERCER

Total Cash Compensation TrendsMedian Total Cash Inc. Other Guaranteed Cash for Engineers,Technologists and Technicians of Equivalent Levels

$50

$60

$70

$80

$90

$100

$110

$120

$130

$140

Tota

lCas

hC

omp

Inc.

Oth

erG

uara

ntee

dC

ash

$000

's

55

75th %ile

25th %ile

MedianAverage

Experienced technicians receive more total cash compensation (includingother guaranteed cash) than equivalent-level Engineers.

MERCER

Total Cash Compensation TrendsProgression For Trades, Plant Operators and Field Operators

$70

$80

$90

$100

$110

$120

$130

$140

$150

$160

Tota

lCas

hC

omp

Inc

Oth

erG

uara

ntee

dC

ash

$000

's

56

75th %ile

25th %ile

MedianAverage

Progression is less smooth for Plant Operators.

MERCER

Base Compensation TrendsThe Project Management Family

$50

$100

$150

$200

$250

$300

Top ProjectsExecutive

ProjectManagement

Director

ProjectManagement

Manager

ProjectManager E

ProjectManager D

ProjectManager C

ProjectManager B

Bas

eSa

lary

$000

's

57

75th %ile

25th %ile

MedianAverage

Compensation progression by level shows a steady trend.

MERCER

Base Compensation TrendsThe Project Management Family – Construction Flag vs. Non Flagged

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000

Bas

eSa

lary

000'

s

58

75th %ile

25th %ile

MedianAverage

Construction-flagged project management roles show variation from theranges for non-construction project management roles.

MERCER

Base Compensation TrendsThe Project Management Family – General Industry v Energy

$50

$70

$90

$110

$130

$150

$170

$190

$210

$230

$250

GeneralIndustry

EnergyGeneralIndustry





Energy

Bas

eSa

lary

$000

's

59

75th %ile

25th %ile

MedianAverage

At all levels, energy industry project managers receive higher base pay thanthe same job in general industry.

Entry Experienced Senior Expert Manager Director

2013 MTCS RESULTS MEETINGSHORT-TERM INCENTIVES

60

MERCER

Short-term IncentivesExecutive Summary

September 23, 2013

STI plan effectiveness under scrutiny

Bonus pools return to historic norms

61

Short-term incentive grants generally exceed targets

61

MERCER

Short-term Incentives: Plan DesignFunding Incentive Plans

0% 10% 20% 30% 40% 50% 60% 70%

Corporate Results

Division or business unit results

Corporate and division results

Fixed pool funded based on budget

Fixed pool funded based on self-funded businessperformance

Other

OverallEnergy & Natural Resources


Source: 2012-2013 Canada Incentive Plan Design Survey

Energy and Natural resource companies tend to fund incentive plansbased on corporate results.

MERCER

Short-term Incentives: Plan DesignBasis of the Payout Formula

0% 10% 20% 30% 40% 50% 60% 70% 80%

Percent of base salary

Percent of financial results (e.g revenue)

Flat dollar amount

Evenly split amongst plan participants

Percent of bonus pool

Based on hours worked

Other

OverallEnergy & Natural Resources



Percent of base salary is the most common payout formula.

MERCER

Short-term Incentives: Plan DesignEffectiveness of Short-term Incentive Plan – Energy and NaturalResources

0% 20% 40% 60% 80% 100%

Executive management support

Noticeable payouts

Plan design

Recordkeeping and admin capabilities

Fit with HR and rewards programs

Ability to set measurable target

Fairness as seen by employee

Rollout and communications

Fit with ongoing and emerging practices

Very effective Effective Somewhat effective



Short-term incentive plans are generally effective at providingnoticeable payouts, but fairness and communications are gaps.

MERCER

Short-term Incentives: Plan DesignFor Energy and Natural Resources, How Effective is the STI Plan at…

0% 20% 40% 60% 80% 100%

Supporting performance management program

Tying individual performance to org strategy

Assuring that incentives go to those who earn it

Supporting cost controls

Providing a good management tool for directreports

Keeping focus on important areas

Increasing organizational success

Attracting, retaining and motivating employees

Support teaming

Keeping employees happy

Keeping senior management happy

Very effective Effective Somewhat effective Not effective



13% said STI plans are ‘not effective’ at increasingorganizational success.

MERCER

Short-term IncentivesPrevalence of Plan Types for Office Staff

0

10

20

30

40

50

60

70

80

90

100

Combination Plans IndividualIncentives

Group/TeamIncentives

Profit Sharing Gainsharing Special Lump SumAwards

Perc

enta

geof

Res

pond

ents

Offe

ring

Plan

Type

2011 2012 2013


Combination plans remain most prevalent, followed by individualincentives and special lump-sum awards.

MERCER

Short-term IncentivesEligibility and % Receiving by Industry Segment


93.7 94.899.0

91.3

29.4

96.1

50.0

71.789.7

73.9

89.6 89.4

15.2

89.6

46.6 49.2

0

20

40

60

80

100

E&P - All E&P < 10,000BOE

E&P 10-100,000 BOE

EP > 100,000BOE

Services &Drilling

Pipeline/Midstream

Utilities Other

Perc

ent(

%)o

fInc

umbe

nts

Eligible Receiving

* Data includes incumbents with a formal incentive target reported.

Not all eligible employees received short-term incentives.

N=104 N=26 N=37 N=14 N=33 N=19 N=15 N=65

MERCER

Short-term IncentivesAverage Bonus Pools


21.6

17.716.2 16.4

18.6

24.1

17.8 18.1

8.6 8.5

11.810.3

11.6

14.713.4 13.9

0

5

10

15

20

25

2007 2008 2009 2010 2011 2012 2013 2014Projected

Perc

enta

geof

Annu

alB

ase

Sala

ryPa

yrol

l

Office Field

Bonus pools are back to historic norms after 2012’s high.

MERCER

Short-term IncentivesOffice Bonus Pools (% of Payroll) – Average by Industry Segment

20.2 20.721.0

14.615.5

12.7

10.5

-

5.0

10.0

15.0

20.0

25.0

E&P - All E&P 100,000BOE

Services & Drilling Pipeline/Midstream Utilities

Perc

enta

geof

Ann

ualB

ase

Sala

ryPa

yrol

l


N=61 N=13 N=24 N=28N=9N=9 N=22

Average Bonus Pool= 17.8%

25.1% 31.3% 23.5%

18.7%

28.7%

12.6%

22.1%

= 2012 Bonus Pool

Bonus pools were smaller in 2013 compared to 2012.

MERCER

Short-term Incentives: Target and Actual as % of BaseIncumbents with a Target > 0

Head ofOrganization Function Head

Sub-FunctionHead Director Manager

Team Leader(Prof)

Team Leader(Para-Prof)

Target STI% 60% 40% 35% 25% 20% 20% 15%Act STI as % of Base 72% 47% 38% 27% 23% 20% 14%

0%

20%

40%

60%

80%

Med

ian

%

Actual STI as %of Targetxx.x%

112% 103% 110% 108% 107% 109% 102%

Short-term incentives granted are above target.


2013 MTCS RESULTS PRESENTATIONLONG TERM INCENTIVES ANDTOTAL DIRECT COMPENSATION


MERCER

Long-term Incentives and Total Direct CompensationExecutive Summary

September 23, 2013

Energy stocks in Canada underperforming

Aligning with peers and retaining top talent drive LTI planchanges

Stock options, restricted stocks, and performance sharesare most prevalent for executives and managers

LTI awards as a percentage of salary are similar to 2012

7272

MERCER

Long-term Incentives: ContextShare Index Performance for the Last 3 Years

80

90

100

110

120

130

140

150

160

7-Se

p-10

7-N

ov-1

0

7-Ja

n-11

7-M

ar-1

1

7-M

ay-1

1

7-Ju

l-11

7-Se

p-11

7-N

ov-1

1

7-Ja

n-12

7-M

ar-1

2

7-M

ay-1

2

7-Ju

l-12

7-Se

p-12

7-N

ov-1

2

7-Ja

n-13

7-M

ar-1

3

7-M

ay-1

3

7-Ju

l-13

S&P 500 S&P/TSX Composite Index S&P/TSX Capped Energy Index

73September 23, 2013Source: Standard & Poors

The S&P 500 has increased in index value, but Canadian stocks have not.

MERCER

Long-term Incentives: ContextShare Index Performance for the Last 3 Years

80

90

100

110

120

130

140

150

160

7-Se

p-10

7-N

ov-1

0

7-Ja

n-11

7-M

ar-1

1

7-M

ay-1

1

7-Ju

l-11

7-Se

p-11

7-N

ov-1

1

7-Ja

n-12

7-M

ar-1

2

7-M

ay-1

2

7-Ju

l-12

7-Se

p-12

7-N

ov-1

2

7-Ja

n-13

7-M

ar-1

3

7-M

ay-1

3

7-Ju

l-13

S&P 500 Energy S&P TSX Capped Energy

74September 23, 2013Source: Standard & Poors

US and Canadian energy indexes are diverging.

MERCER

Long-term IncentivesRecent Modifications


Yes,modified

plan28%

No, notmodified

72%

28% of participants with LTI have recently modified their LTI plans comparedto 25% in 2012.

MERCER

Long-term Incentives: Plan DesignDrivers for Change to LTI Programs


70%

67%

37%

14%

12%

12%

6%

5%

1%

0% 10% 20% 30% 40% 50% 60% 70% 80%

Align with best practice and/or industry peer group practices

Reward/retain top talent

Better differentiate awards based on individual performance

Prepare for the uncertain busines outlook in 2013 and/orrecent market volatility

Align with guidelines from institutional shareholders

Have a better story to tell to shareholders

Reduce costs

Other

Respond to say on pay vote (past or future)

Source: Mercer Survey Panel Executive Rewards, Jan 2013

Aligning with peers/best practice and rewarding top talent drive LTIchanges.

MERCER

Long-term IncentivesEligibility and % Receiving by Industry Sector


74.8

90.5 89.8

73.3

9.1

45.7

3.6

33.4

60.5

79.085.2

63.0

6.7

44.5

3.5

18.2

0

20

40

60

80

100

E&P - All E&P < 10,000BOE

E&P 10-100,000 BOE

EP > 100,000BOE

Services &Drilling

Pipeline/Midstream

Utilities Other

Perc

ent(

%)o

fInc

umbe

nts

Eligible Receiving

Long-term incentives are prevalent in E&P, but not other sectors.

N=103 N=25 N=37 N=14

N=33

N=19

N=15

N=66

MERCER

Long-term IncentivesEligibility and % Receiving by Career Stream and Level


82.487.4

81.3

68.965.7 64.4

48.863.1

74.8 72.0

63.2 58.655.9

36.6

0

20

40

60

80

100

Head ofOrganization

Function Head Sub-FunctionHead

Director Manager Team Leader(Prof)


Perc

ent(

%)o

fInc

umbe

nts

Eligible Receiving

Mid-level managers were most likely to receive LTI in 2013.

MERCER

Long-term IncentivesPrevalence of Plan Types by Organizations

67.5%

12.3%

48.5%

29.4%

14.7%

4.9%

62.0%

9.6%

46.4%

31.3%

14.5%

6.0%

0%

10%

20%

30%

40%

50%

60%

70%

80%

Stock/ ShareOptions and TUAs

SARs Restricted Stock/Share Units

PerformanceStock/Share Units

Long-term Cash Project Bonuses

%of

Org

aniz

atio

nsw

ithan

LTIP

lan


Gain-based Plans - 69.1%

Full-value Plans - 72.2%

20132012

Balanced use of gain-based and full-value plans.

MERCER

Long-term Incentives2013 Plan Prevalence by Industry Sector


0% 10% 20% 30% 40% 50% 60% 70% 80%

Stock/Share Options andTUAs

SARs

Restricted Stock/Share Units

Performance Stock/ShareUnits

Performance Cash

Long-term Cash

Project Bonus

Prevalence of LTI Plan Type (% of incumbents)

E&P and FI Pipeline Midstream Services and Drilling Utilities

RSUs are common in Pipeline/Midstream while Utilities tend to usePSUs and Long-term Cash.

MERCER

Long-term IncentivesHistorical Plan Prevalence – Eligible/Receiving Incumbents


0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%

Performance Cash Units

Stock/ Share Options andTUAs

SARs

Restricted Stock/ Share Units


Long-term Cash

Project Bonus


2013 2012 2011

RSUs have increased in prevalence compared to 2012,while Stock Options have declined.

MERCER

Long-term Incentives2013 Plan Prevalence – Executive Career Stream (Eligible/Receiving)


0% 5% 10% 15% 20% 25% 30% 35% 40% 45%


SARs



Performance Cash

Long-term Cash

Project Bonus


Head of Org Function Head Sub-Function Head

Stock/share options remain most prevalent, especially for the Head ofOrganization.

MERCER

Long-term Incentives2013 Plan Prevalence – Management Career Stream (Eligible/Receiving)


0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%


SARs



Long-term Cash

Project Bonus


Director Manager Team Leader (Prof) Team Leader (Para-Prof)

Long-term cash is more often used for para-professional/hourly team leaders.

MERCER

Long-term IncentivesHistorical LTI Awards – Executive and Management Career Streams


0%

20%

40%

60%

80%

100%

120%

140%

160%


Team Leader(Prof)

ManagerDirectorSub-FunctionHead

Function HeadHead of Org

Med

ian

LTIA

war

d(%

ofBa

se)

2011 2012 2013

2013 LTI awards as a percentage of base salary are similar to 2011 for mostlevels.

MERCER

Total Direct Pay MixManagement Career Stream


88.0%86.6%81.1%76.2%76.0%74.4%72.1%69.4%

6.9%7.7%9.7%

12.3%10.8%11.7%11.7%13.6%

1.1%1.0%1.0%1.0%1.5%1.3%1.5%1.6%

4.0%4.7%8.2%10.5%11.7%12.6%14.6%15.3%

0%

20%

40%

60%

80%

100%

20132012201320122013201220132012

Pay

Mix

-%of

Tota

lDire

ct

Base Salary STI Non-guaranteed/Perq Long-term incentives

Director Manager Team Leader(Prof)


LTI is a lower proportion of pay mix in 2013 compared to 2012.

2013 MTCS RESULTS MEETINGKEYNOTE PRESENTATIONTHE BUSINESS CASE FOR DIVERSITY

86

MERCER

Tyronne StoudemirePrincipal, Senior Diversity Consultant at Mercer

MercerThe Path to Cross-Cultural Competence

87

MERCER

Reference: Adler, N. J. International Dimensions of Organizational Behavior.4th ed. Cincinnati, OH: South-Western, 2002.

C, Milton J. Bennett 2008

Monocultural Teams

Multicultural TeamsMulticultural Teams

++ +++ + ++

• Leader ignores or suppressescultural difference

• Cultural difference an obstacle toperformance

• Leader acknowledges & supportscultural difference

• Cultural difference an asset toperformance

Higher PerformanceLower Performance

88

Impact of Diversity and Inclusion on Team Performance

MERCER

For the First Time in History:FOUR Generations - Soon to be FIVE -

in the Workforce

89

MERCER 90September 23, 2013

From Civil Rights in the Workplace 2005 Survey; Conducted by the Gallup Organization

Diversity is the Mix……and the Mix Matters

When an employee perceives that a companyand its leadership are committed to a diverseand fair workplace, they are:

• More likely to stay with that company

• More likely to recommend their company toothers

• Less likely to have experienced discrimination

• Less likely to have missed days at work

• More engaged in their work

MERCER 91

Who Doesthe Work

MarketBusiness

Case

Impact on productsand services

Operations BusinessCase

Impact on internal systemsand processes

WhatWe Sell

How We Run the Business

TalentBusiness

CaseImpact on talent

(engagement, retention,advancement,

etc.)

The Business Case for Diversity and Inclusion

MERCER


Impact on internal systems andprocesses

MarketBusiness

Case

Impact onproducts andservices

Who Doesthe WorkTalent

BusinessCase

Impact on talent(engagement, retention,

advancement,etc.)

TalentBusiness

Case

TalentBusiness



etc.)

Impact on talent(engagement, retention,

advancement,etc.)

TalentBusiness



etc.)

The Business Case for Diversity and InclusionThe Talent Business Case

Men Running Women-Based Organization92

MERCER



MarketBusiness

Case

Impact onproducts andservices

How We Runthe Business

TalentBusiness

Case







TalentBusiness



etc.)

The Business Case for Diversity and InclusionThe Operations Business Case

93

MERCER

Race Salary Gender Tenure Age Balance

PARTICIPATION

AVERAGECONTRIBUTION RATEAVERAGECONTRIBUTION RATE

AVERAGE %IN EQUITIESAVERAGE %IN EQUITIES

INTERNET USAGEINTERNET USAGE

% W/LOANSOUTSTANDING

1 2 3 4 5 N/A

1 2 3 5 4 N/A

1 N/A 3 4 5 2

1 2 N/A 3 N/A N/A

1 3 3 6 5 2

How Culture AffectsLong-Term Savings

Behaviors

Impact on Participant’s Savings

94

MERCER

Participation ContributionRates

% in Equalities InternetUsage

Loans Withdrawals

HispanicAfrican American

Asian

13%

-7%

36%

-20%

11%

-2% -7%-9%-15%

56%47%

Regression-adjusted comparisonof 401(k) behavior (relative to

Whites)

-9% -7%

-24%-32%

89%

171%Impact on Participant’s Savings

95

MERCER




97

MERCER




98

MERCER

Different Money Worldviews

100

Impact on Participant’s Savings

MERCER

• Define Diversity

• Define Inclusion

• What does Cross-CulturalCompetence mean to you? Write your definitions here

101

Foundational Definitions

MERCER

cul·ture / lCH r/

What is Culture?

Does everyone have a culture?

102

MERCER

Definition of Culture, Values, and Symbols

SymbolsSymbols

CultureCultureBehavioral interpretation of how acommunity lives out its values in order tosurvive and thrive

ValueValue Personal and group beliefs of what is rightand wrong

Things that remind people of those culturalelements that bind them together

103

MERCER

Worldview Demonstration Video

104

MERCER

Worldview Demonstration Video

What did you see?

105

MERCER

DIN Model

First describe the behaviors and actions you see. Be careful not to let yourpersonal judgments influence what you observe. The behaviors and actionsthat you see.

• In a cross-cultural situation, be aware of culturally influencedinterpretations of the behaviors that take place in another culture. Try tointerpret the behaviors and actions from two perspectives:

• From your perspective, based on your cultural background and values.• From the perspective on the culture you are observing. You can do this

by finding out more about the other culture and what motivates theirbehavior.

Once you feel you have a pretty good understanding of the behaviors andactions you just observed, begin to think through ways to navigate thesituation effectively!

106

MERCER

The ability to discern and take into account one’s own and others’ worldviews to be able to seize opportunities, make decisions, and resolveconflicts in ways that optimize cultural differences for better, longer lasting,and more creative solutions.

FromTolerance and

Sensitivity

107

The Path to Cross-Cultural Competence

MERCER

Cultural Competence is a Core Competency for Leaders and IndividualContributors

“Research tells us that what makes agroup truly intelligent and innovative isthe combination of different ages, skills,disciplines, and working and thinkingstyles that members bring to the table.

… Successful employees within thesediverse teams need to be able to identifyand communicate points of connection(shared goals, priorities, values) thattranscend their differences and enablethem to build relationships and to worktogether effectively.”

108

Cross Cultural Competencynamed one of the top 10 work

skills needed for the future.

MERCER

Values Demonstration

What are 4 things that you value the most, that aremost important to you?

1 2 3 4

109

MERCER

Unconscious, Conscious and Collective Bias

Traditional thinking has generallyassumed that patterns ofdiscriminatory behavior inorganizations are conscious.

Unconscious bias works behindthe scenes, subversively

undermining equality efforts.

The collective phenomena listedabove can make the group takesome control on individual mindsand limit their independence of

decisions and actions.

110

MERCER

Unconscious, Conscience and Collective Bias

As one person looks through theirshopping bag (left), another jumps

through a broken window, whileleaving a convenience store on the 1-10 service line South in Metaire, LA.

“A young man walks through chestdeep flood water after looting agrocery store in New Orleans…”

“Tworesidents

wade throughchest-deepwaters afterfinding bread

and soda froma local grocery

store afterHurricane

Katrina camethrough theare in NewOrleans.”

111

MERCER

Intercultural Development Inventory Overview

• Developmental Model of Intercultural Sensitivity (DMIS) firstpublished by Dr. Milton J. Bennett in 1986

• The model is theory-based

People “develop” through stages of intercultural sensitivity

Based on clinical, empirical observations

Uses worldview philosophy

• The Intercultural Development Inventory (or IDI) is the tool thatmeasures an individual’s or group’s level of interculturalcompetence and their placement along the InterculturalDevelopment continuum

112

MERCER

Intercultural Development Inventory Model

113

MERCER

Monocultural MindsetMonocultural Mindset Global MindsetGlobal Mindset

MinimizationPolarizationDenial Acceptance Adaptation

“THERE IS ONLYONE

CULTURE.”

DEFENSE:“MY CULTUREIS THE ‘TRUE’

CULTURE.”REVERSAL:

“YOURCULTURE IS

BETTER THANMY CULTURE.”

“DIFFERENCESEXIST BUT

OURSIMILARITIES

ARE MOREIMPORTANT.”

“OURDIFFERENCES

AREIMPORTANT,

AND SHOULDBE

RESPECTEDAND VALUED.”

“I ROUTINELYSHIFT MY

THINKING ANDBEHAVIOR TOINCORPORATE

DIFFERENTCULTURAL

PERSPECTIVES.”

Collectively, where do you think we are?

Intercultural Development Inventory Explanation

114

MERCER

IDI Group Results (21 participants)

14.3%

61.9%

19.1%

Collective/Organizational Implication of Minimization• Overestimation of sensitivity to diversity (tolerance)

• Strong emphasis on conformity to organizational culture may discourage creativity based on cultural diversity;imposition of the “insider” style

Global Benchmark:Approximately 60% in

Minimization

Monocultural Mindset Global Mindset

MinimizationPolarizationDenial Acceptance Adaptation

4.8%0%

115

MERCER

Group Profile Results

The gap shows our perceived level of intercultural sensitivity is higher than our actual level.(This is common). The goal is to close that gap by increasing our cultural navigation skills.

116

MERCER

Cultural Disengagement

Cultural disengagement is a sense ofdisconnection or detachment fromone’s cultural group.Scores of less than 4.00 indicate thegroup is not “resolved” and isexperiencing to some degree alack of involvement in core aspects ofbeing a member of a culturalcommunity.

117

MERCER

Learning Strategy for D&I Sustainability

• In order to be competitive in this rapidly growing global economy, we all must learn how to successfullyintegrate diversity and inclusion into our culture and our organization’s DNA.

• Organization’s leaders must have a share understanding of what it means to build and sustain a morecross-culturally competent organization, as well as understand the types of actions that can help betterdevelop employees and peers toward diversity and inclusion goals.

• Developing organizational cross-cultural competence is key for dealing with a more globally diverse, andtherefore, complex workforce.

Ownership

Create organizationalownership where leaders

and managers ownachieving the Diversity and

Inclusion outcomes.

Awareness &Capability

At an individual level leaders,managers, and employees

understand their ownculture and the importanceof cultural competence to

ensure that diversity is not justtolerated but we become

stronger because of it; andthat inclusion becomes a

way of life at Mercer.

Integration

Diversity and Inclusion isnot a separate work effortthat you need to focus on.Diversity and Inclusionare integral to how wethink about, design, and

deliver programs andpractices to Mercer.

Transformation

True transformation startsfrom within and requiresthe adoption of cultures.Transformation requires

diverse culture of thoughtand workforce that

embraces diversity as anorganic and global business

imperative.

Communications

Monitoring/Measuring

Professionally- and Organizationally-Specific Skills / Enhancements

118

2013 MTCS RESULTS MEETINGWRAP-UP

119

MERCER

MTCS for the Energy SectorMercer PayMonitor®

PayMonitor ®2013 results delivered throughPayMonitor, Mercer’s online tool

Sept 26, 11am MT: PayMonitor Training

Topics Covered

Link in your invitation emailRegister on:

http://www.imercer.com/content/canadaevents.aspx

Accessing published resultsCreating custom templatesCreating custom peer groups

120120

MERCER

MTCS for the Energy SectorFall Update

121

Updated salary increase budgets, bonus pools, and other compensationplanning elements for end-of-year reporting.

Online questionnaire availableOctober 2nd

Participation deadlineOctober 25th

Results availableNovember 29th

MERCER

MTCS for the Energy SectorLooking Forward to 2014

122

2014 will be a Benefits yearIncumbent, Policy and Benefits

submissions required for participation

2014 participation materials will beavailable at the end of February

MTCS 2013 Submission MeetingDetails and timing to follow

MERCER

MTCS for the Energy SectorContact Us

123

Phone 1 800 333 3070E-mail [email protected] http://www.imercer.ca

Client Service

CAROLYN KILDAREIS Western CA Market Rep

403 476 [email protected]

HELEN LEEEnergy Analyst, IS North America


JOANNA STACKEEnergy Team Manager, IS North America


KENNETH YUNGIndustry Compensation Advisor


GRANT ASHLEYIndustry Compensation Advisor


GRAHAM DODDPrincipal Consultant


MERCER

MTCS for the Energy SectorContact Us

124

Phone 1 800 333 3070E-mail [email protected] http://www.imercer.ca

Client Service

CAROLYN KILDAREIS Western CA Market Rep


HELEN LEEEnergy Analyst, IS North America


JOANNA STACKEEnergy Team Manager, IS North America


KENNETH YUNGIndustry Compensation Advisor


GRANT ASHLEYIndustry Compensation Advisor


GRAHAM DODDPrincipal Consultant


CO

NTA

CT

US

MER

CER

CO

NTA

CTS

QUESTIONS & ANSWERSTHANK YOU!


Mercer (Canada) Limited

126

mtcs | mercer total compensation survey for the energy sector 2013 results presentation · 2013. 9....

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