1. Trends Impacting Agility in Oil & Gas 1

2. AGENDA External Drivers Big Trends Impacting Agility in HR How will HR Respond? 2

3. External Drivers Access to markets & capital New technologies & energy efficiency measures Operational Efficiency – costs Social License, industry perception Skills gaps & mismatches Regional disparities – demand & supply Expect more from Education – literacy, numeracy, critical skills, career pathways 3

4. Big Trends Impacting Agility in HR Demand-driven Workforce Solutions Strategies to address supply of skilled workers: Sourcing Canadian talent supply - areas of high unemployment  On-line Career Fair to attract Canadians into O & G Services Utilize under-represented labour supply pools Increase use & completion rates of apprentices Targeted recruitment of internationally trained workers & temporary foreign workers Enhance mobility of transferable skills across industries & Canada 4

5. Big Trends Impacting Agility in HR Increase Energy Literacy & Career Awareness (especially amongst youth & career influencers) Reputation management & branding: Investments in a variety of communications initiatives to address perceptions and improve Energy Literacy Economic impact and environmental stewardship are the focus Jobs are positioned as an economic benefit Timely & relevant Labour Market Information 5

6. Big Trends Impacting Agility in HR Business Needs more from Education Increased engagement in all levels of education & demand for a more effective & efficient training & education system: Expectations on universities to develop skills in-demand & “soft skills” (critical thinking, complex problem-solving, communications & applied knowledge in real settings) Career pathways from & within high school (Dual Credit, RAP, school to work transitions & career pathways, links to economy) Investments in training programs (core competencies & essential skills) 6

7. Big Trends Impacting Agility in HR Collaboration to Address Complex Issues Collaboration is the new norm to address complex issues that span jurisdictions Overlapping Portfolios: Oil Sands Learning Network; Wood Buffalo Apprenticeship Forum; GOA Industry Contributor Groups; COAA Critical mass difficult to achieve – compete for resources & leadership support Value-added but may not be agile 7

8. How Will HR Respond? Accelerate talent match – different, more creative solutions Innovative approaches to mobility Disciplined, standards-driven & focused on operational expenditures (we are a cyclical, commodity business) More collaboration to build skills – independently not making enough progress, partnership models needed Strategic agility in certain spaces – talent supply, productivity, learning & competence-building Coalitions to advocate on policy & regulatory issues 8