Classification: Protected Status: Draft Svalex, 21 August 2007 Jens R Jenssen Executive vice president, Corporate HR Statoil ASA

2 The external context Energy security is at the top of the world’s agenda The industry is facing tremendous challenges Globalisation accelerates

3 The race for talent – a western phenomenon? China: More than engineering graduates per year India: More than engineering graduates per year

4 World’s largest offshore operatorProven reserves: 6,6 bn boeCreating a global energy player31000 employeesProduction: 1,9 mboepd STRONG BASIS Market value: ~550 bn NOK StatoilHydro - The Norwegian-based energy champion

5 Industry leader on HSE The best operator on the NCS A global energy player A material position in renewables StatoilHydro – High ambitions

6 StatoilHydro StatoilHydro – High ambitions

7 Reinforcing a value-based performance culture Performance Results Reward  A performance culture framed in by values and principles  The way we deliver results is as important as the results we deliver

8 ”Most attractive employer” among students of technical subjects and economics Strong position in talent markets and public domain ”Most sustainable oil and gas company”

9 A multidimensional career concept is vital Leading others Leading leaders Leading a unit Leading multiple units THE PROFESSIONAL PIPELINE Asset/business Project FunctionTransitions between career pipelines Leading StatoilHydro THE LEADERSHIP PIPELINE Leading self Attracting talent Trainee Apprentice S-way Drilling & well Petroleum technology Facility management Exploration technology IT, HSE, HR Procurement Sales & marketing Finance & control

10 Developing our talent Challenging work assignments The Statoil School Responsibility Hands-on experience Summer project Svalex Master and PhD-thesis Performance review and deployment dialogue Matching of business needs and individual needs Corporate trainee program Leadership learning programs Professional learning programs Project Academy

11 Corporate trainee programme Accelerated career development for young talent with an excellent track record The programme210 trainees TRAINING SESSIONS 2–4 ASSIGNMENTS 2 TRAINEE PROJECTS MENTOR PROGRAMME INTERNATIONAL OPPORTUNITIES

12 Our CEO – more shirt-sleeve than pin-striped A CEO WHO IS COMMITTED TO A VALUE-BASED PERFORMANCE CULTURE AND IS HANDS-ON IN PEOPLE DEVELOPMENT

13 What Statoil expects from you We are looking for a people partnership What you should expect from Statoil Commit to agreed objectives Deliver what you promise Take responsibility for your development Be proactive and adapt to change Be loyal to decisions Live our values Meaningful and challenging work Clear expectations and feedback Development opportunities Reward based on what you deliver and how you deliver Open and honest communication

14 Moving into virtual worlds

15 StatoilHydro going forward Significant investments in people development Establishing a global energy player with lots of challenging opportunities Reinforcing a value-based performance culture Looking for a people partnership

16 What do we really need? THE ABILITY THE WILL