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TALENT MANAGEMENT

ENERGY INDUSTRYNovember 17th – 19th, 2014 The Houstonian HotelHouston, TX

SUMMIT FOR THE5th Annual

Oil and gas companies have increasingly relied on complex data to delve into the Earth’s geology and find energy resources thousands of feet below the surface. They have turned to numbers when analyzing prospective acquisitions, capital expenditures and other investments. Yet, when it

comes to managing their workforces, oil and gas companies have not yet adopted the quantitative rigor that they use so effectively across their businesses

At a time when technological innovation and globalization are ushering in a new era of industry growth, large segments of the workforce are reaching retirement age, and with potential recruits from educational institutions remaining scarce, the competition for talent can now be as significant as the focus to find new resources.

Rising global demand and skyrocketing prices are encouraging companies to invest in both conventional oil exploration and unconventional energy projects. The demand for energy continues to grow and will not stop anytime soon. Yet in recent years the energy industry has failed to recruit or retain sufficient human capital to assure enough career employees will be available to meet requirements for management succession. Nor have energy industries been able to attract a new generation of energy workers who would be capable to work in and manage the more diverse new technologies that will increasingly be needed to complement and later replace traditional methods of energy generation.

The 5th Annual People in Energy Summit will feature insightful and practitioner led sessions to address the talent shortage, Big Crew Change and other talent management issues facing the industry in today’s global economy. Learn from the best on: global recruiting, engagement and retention strategies, customization of talent management approaches, surfing the wave of HR analytics, leveraging experienced talent and stopping the brain drain.

Focused Sessions will tackle:

» Attracting & Developing High Potential Employees » Long term approaches to the talent shortage » Succession Planning and Leadership Development » Leveraging social media in Talent Management » Knowledge management and transfer » Workforce globalization » Leading and sustaining change » Measuring and managing engagement and driving retention

C-Suite Executives, CHRO, VP HR, SVP HR, COO, CFO, Director, Deputy Directors, Managers and Team Leaders with responsibilities in:

Human Resources, Talent Management, Talent Acquisition & Recruitment, Engagement & Retention, Leadership Development, Organizational Development/Effectiveness, Human Capital Strategy, Learning & Development

Networking Opportunities

» Meta Rousseau, Director Training & Leader Development, Blackhawk Specialty Tools » Thomas Smouse, Vice President Human Resources & Administration, Newfield Exploration

Company » Amanda Snowden, Global Senior Manager Talent Management and Acquisition, Parker

Drilling Company » Susan Rosenbaum, Director of Knowledge Management, Schlumberger » Dr. Teri Reed, Assistant Dean of Engineering for Academic Affairs and Associate Professor of

Petroleum Engineering, Texas A&M University » Jim Kochan, Knowledge Management Consultant, ConocoPhillips and President, Vitesse

Solutions » David Isaac, Senior Vice President Human Resources, Rockwater Energy » Tim Duncan, President and Chief Executive Officer, Talos Energy » Jon Swartzentruber, Vice President Leadership Development, Kiewit Corporation » Ian Gray, Director Leadership Development, Kiewit Corporation » Gindi Eckel Vincent, Counsel, ExxonMobil Corporation, President, Women’s Energy

Network and Author of “Learning to Lead”

» John Kolmer, Manager Global Leadership Development, The Dow Chemical Company » Brad Wilkins, Director Talent Management and HR Services, Adcap Network Systems » Seth Mattison, Founder and Chief Movement Officer, FutureSight Labs » Dave Logan, Best Selling Author, Management Consultant and Professor, University of

Southern California » Jenny McCauley, Senior Vice President Human Resources, Southwestern Energy Company » Judy Verses, President Global Enterprise & Education, Rosetta Stone » Sonya Kaleel, Director Global Learning and Development, Aperian Global » Katie Mehnert, CEO, Pink Petro and Former Director Safety & Operational Risk Competence

Management, BP » Derrick Barton, Chief Talent Leader/CEO, Center for TALENT SOLUTIONS » Crystal Washington, Author, Social Media Strategist, Keynote Speaker and Owner, CMW

Enterprises » Elissa Tucker, Research Program Manager Human Capital Management, APQC » Sue Lam, Human Capital Management Research Specialist, APQC » Christina Pritchard, Founding Director, Meta-LUCID » Andrea Gappmayer, Senior Strategist, Globoforce » Sheri Miller, Vice President West, SkillSurvey, Inc. » Alfredo Iglesias, Senior Director of Market Evangelism, Saba » Sean Ellis, Global Manager for Talent and Development, Gyrodata Inc.

Event Speakers

Engaging & Developing New Talent Pools

8:00am Registration

8:30am Opening Chairperson Remarks

Kevin Rutherford, Chief Talent Officer, Talent Management Alliance

8:45am Opening Keynote: Building a New Company in a Forgotten Basin

As certain unconventional plays such as the Eagle Ford, Bakken and the Utica dominate the headlines, and while West Texas experiences a re-birth; money, excitement and talent head toward those opportunities. So the challenge in plays where public valuation multiples are not high and the euphoria is subdued, is to still be able to find talented individuals willing to take the road less traveled. With the goal of building a significant company focused on the Gulf Coast and the conventional plays that exist there, Tim Duncan started Talos Energy in 2012 with up to $600 million of equity commitments from two large private-equity sponsors and three partners. Talos has now grown to over 130 employees, and almost $500 MM in annual revenue; but still one of their most proud accomplishments was being named by the Houston Chronicle as the #1 Top Workplace for 2013 in the small company category. In this session, Tim Duncan, CEO of Talos Energy will discuss their route to creating an engaging organizational culture and how their compensation structure and use of equity flows through every decision they make (from hiring, to capital allocation to HSE) has had a role to play in the path to building a company they can all be proud of.

Tim Duncan, President and Chief Executive Officer, Talos Energy

9:30am Engaging and Retaining TALENT - Guaranteed Results

This hands-on, practical worksession will show the linkage between your organization goals and what it takes to increase engagement levels, improve performance, and create a place talent wants to stay. At the conclusion of the session, participants will be able to:

1. CRACK the Talent Code - Equip yourself with tools to define what drives each person to engage and perform at their best.

2. CONNECT to Talent - Connect with your people to solve concerns before they become issues which impact performance or engagement levels.

3. Take ACTION - Surface and take action on the areas causing each person to perform at t heir best.

Derrick Barton, Chief Talent Leader/CEO, Center for TALENT SOLUTIONS

10:15am Morning Networking Break

Main Conference Day 1 - November 17th, 2014

10:45am Engineering, Engineering Education and the Crew Change - Changing Conversations

Engineers play a critical role in industry growth and job creation. Numerous reports are calling for increasing numbers of engineers for the United States to successfully compete as a leader in scienceand technology in the global marketplace. This is seen within the energy field through discussions such as the Big Crew Change. To answer the call, there is a need for transformational efforts building upon new learning technologies and emerging educational pedagogies as well as experiential learning environments to recruit, retain and graduate engineering students. Change of this type can only be effective and sustained by forging new pathways; pathways where an engineering education is accessible and attainable in a timely and economical fashion. The 2008 report from the National Academy of Engineering, “Changing the Conversation: Messages for Improving Public Understanding of Engineering,” encouraged engineers to take a hard look at how we talk about our profession and consider the conversations we have with others, including prospective students, their parents, and the general public. Focusing on the differences engineers make along with the creativity and innovation that our field requires is a change we must all make in our conversations. In addition, shifting our educational paradigm from age old sage on the stage methods to experiential, collaborative interactions is key. As a result of this work, our recruiting efforts, both at the point of recruiting to the field of engineering as well as to the energy industry, will change. This impetus can be taken even further to important areas within the engineering education pathways as potential engineers are impacted with outreach. This address will begin with discussion of this changing conversation and quickly challenge the participant to change many conversations impacting engineering, engineering education and the Big Crew Change.

Dr. Teri Reed, Assistant Dean of Engineering for Academic Affairs and Associate Professor of Petroleum Engineering, Texas A&M University

11:30am Using Recognition to Build Your Employment Brand

The Energy sector is facing dangerous shortage of human capital, as more than half of workers are rapidly approaching retirement age. Combined with growing competition for skilled trades and specialized engineers, this has created an industry-wide challenge in attracting and keeping skilled workers and leaders. Energy’s people pipeline has grown dangerously thin. But by building a culture of recognition and celebrating long service, you can create a true differentiator for your company—a culture that is based on shared friendships, experiences and inspiration—and one employees will not want to leave. This will not only attract new workers, but also ensure that the talent you have will stay or renew their contracts with you. In this session, Andrea Gappmeyer of Globoforce will explore some of the biggest challenges for human capital in the Energy sector and shows how you can use milestones to meet the challenges of the talent crisis. Andrea will share insights from our Fall 2014 Workforce Mood Tracker Survey and offer actionable advice on how to create a service anniversary program that leverages the power of friendships and recognition to drive retention and engagement.

What attendees will learn: » How to harness the power of work friendships to motivate, retain employees and increase

productivity » Why most service anniversary programs fail; and how to implement changes to make them

succeed » Why recognition throughout the year, and not just during service anniversaries, create a more

unified, energized and successful culture Andrea Gappmayer, Senior Strategist, Globoforce

Sponsored by Globoforce


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12:15pm Networking Lunch

1:15pm Fueling the Internal Talent Pipeline – Accelerating the Development of Emerging Leaders

As the Baby Boomer generation continues to retire, there exists a critical need for the next generation of leaders. The Gen X pool of leaders is too small to meet the demand and Gen Y’s early leadership groups are still struggling as they transition into higher and higher leadership roles. To address this challenge, companies need to first understand their future leaders: look at their skills, knowledge, and unique experiences. With this view, organizations and their development programs are better positioned to select, rapidly grow, and retain top talent. This interactive session will share strategies developed by one multi-national company that has increased its Gen Y leadership pipeline by 50%. These strategies will help you to achieve: generational understanding and build developmental opportunities that meet the needs of each generation and the business.

Jon Swartzentruber, Vice President Leadership Development, Kiewit CorporationIan Gray, Director Leadership Development, Kiewit Corporation

2:00pm Implementing Talent Strategy: From Hiring to Leadership Development - Application Across the Organization

They call it the “big crew change” for the oil and gas sector, but the “war for talent” as coined by the famous McKinsey article in 1997, has always been present and is intensifying. We will explore with you the definition of talent and how to actively locate this talent both inside and outside the organisation. We will let you know how the most successful companies address this challenge from graduation based hiring to next generation leadership development. Where do the most successful CEO’s, business owners and entrepreneurs spend their time to ensure that their organisations generate sustainable competitive advantage and long term growth. Blending talent programs with strategic intent and RoI is the holy grail, you will also hear how one organisation got the mix absolutely right.

Christina Pritchard, Founding Director, Meta-LUCID

Sponsored by Meta-LUCID


2:45pm Afternoon Networking Break

3:15pm High Potentials on the Fast Track - Accelerating Talent Development Through Leadership Roles

Upon the completion of her first year in a development role, Amanda Snowden of Parker Drilling will share her experience as an identified high potential, who was then placed on developmental assignment in Human Resources as the Global Sr. Manager of Talent Management and Talent Acquisition. In that assignment, Ms. Snowden found herself playing the dual role of designing the developmental assignments and programs for fellow high potentials, while also participating in the program. At the same time, her new role required her to quickly assess and re-vitalize the Company’s overall Talent Management function, from its performance evaluation and high-potential identification processes through its succession planning discipline. Ms. Snowden will share Parker Drilling’s lessons learned, as well as the High Potential employees’ take-aways from this experience, in an engaging “Do’s and Don’ts” format.

Amanda Snowden, Global Senior Manager Talent Management and Acquisition, Parker Drilling Company

4:00pm Keynote: Tribal Leadership Every organization and company is a tribe, or a network of tribes—groups of 20 to 150 people that form naturally, in which everyone knows everyone else, or at least knows of them. In this highly interactive session, Dave Logan shows participants how to upgrade their organization one tribe at a time. The result is unprecedented impact, innovation, and success at hitting key performance goals. At the heart of this session is the principals’ ten-year study on 24,000 people (published in 2008 by HarperCollins as Tribal Leadership by Logan, King, and Fischer-Wright) that mapped, for the first time, five stages of corporate culture and the unique leverage points to nudge a group forward.

The result is industry-leading productivity, innovation, collaboration, and job satisfaction. The other benefits include that participants will be able to:

» Assess their culture’s effectiveness level. » Improve the effectiveness of their culture. » Take the first critical steps in building a higher-level culture. » Identify shared values in their organization. » Build upon values to overcome lack of consensus.

Dave Logan, Best Selling Author, Management Consultant and Professor, University of Southern California

5:00pm Conference Day 1 Sessions Conclude

5:00pm Cocktail & Networking Reception


Leveraging Technology, Data and Social Media in Talent Management

8:00am Registration

8:30am Cross Industry Case Study: The Monsters Inc Effect – Don’t Be Afraid of Reaching Candidates Candidates today are becoming increasingly effective at circumventing the recruitment cycle using tools like LinkedIn, Facebook and Twitter. Why are they going around us? Because we are afraid to actually make ourselves available to them, to communicate clearly and using social media to our advantage. The Monster’s Inc Effect refers to the parallel in the movie between recruiters relationship with candidates and when Sully realized a child touching him wouldn’t kill him. Building your employment brand using technology has never been easier yet many companies just hope if they post jobs the candidates will come. Or worse, paying recruitment agencies upwards of 25% of a salary to find passive candidates that are sitting just a few clicks away. We will review how Adcap was named the #2 Hiring Company in the country by TheLadders.com for its use of social media, employment brand websites, setting up an applicant tracking systems that FIND candidates instead of eliminate them, and cool technologies like video interviews, cultural assessments and instant chatting with its recruiters. This session will be invaluable as you craft your recruitment strategy to attract candidates in 2015!

Brad Wilkins, Director Talent Management and HR Services, Adcap Network Systems TheLadders.com #1 Top Individual Recruiter at a Corporation

9:30am Leveraging Big Data From References to Create Insights for Better Hires - The Anatomy of a Pre-Hire Reference Assessment

The hot topic HR professionals are buzzing about is how to leverage big data to drive better hiring decisions. Innovative new tools, like pre-hire reference assessments, are helping organizations in the energy industry identify top talent and reduce turnover, while avoiding bad hires. Many leading organizations are discovering the single-most powerful data source for predicting success on the job: detailed reference assessments on the candidate’s past job performance – provided by former or current managers, co-workers and direct reports. This approach is quicker, more efficient, has proven scientific integrity, and is harder to game than self-assessments. Join us for an informative session and take a deep-dive into the pre-hire reference assessment process. In addition, you’ll discover how these assessments measure the soft skills and data points that are extremely effective at predicting candidate success.

Sheri Miller, Vice President West, SkillSurvey, Inc

Sponsored by SkillSurvey, Inc.



10:45am Creating Value Through Social Tools & Collaboration – Do’s and Don’ts

Companies have many options on how to build effective collaboration and knowledge sharing, as well as many options on the social tools that enable it. Depending upon the culture, program goals and the desired processes, the choice of social tools and how they are implemented & utilize-d are critical. How should companies make the best use of social tools and what should they watch out for? What do companies with World Class Knowledge Sharing processes do to differently and how do they use social tools that enhance value? These and other questions will be addressed and answered in this session.

Jim Kochan, Knowledge Management Consultant, ConocoPhillips and President, Vitesse Solutions

11:30am The Millennial’s Water Cooler

Can an outsider learn more about happiness in your company from Facebook then from your existing HR Information Systems? Social networking and mobile devices are the new proverbial water cooler. Conversations about life, work, ‘you’ are happening on-line in our always-connected-world. To a big degree we owe that transformation to the influx of Millennials in the workforce, but employees of all generations have quickly caught up. Isn’t it time for you, as a Talent Development professional, to actively participate in that conversation? You can put disruptive technologies -- like the ones mentioned above -- to work to capture informal knowledge, share it, have it accessible when needed, improve employee engagement, and drive cultural transformations. In this session you will hear about companies that have successfully done that and will discuss with your peers the obstacles and challenges you face and exchange ‘tips & tricks’ that have worked for you.

Alfredo Iglesias, Senior Director of Market Evangelism, Saba

Sponsored by Saba



1:15pm Keynote: Driving Employee Engagement Through Social Media

With over 60 percent of Americans regularly interacting with companies via social media sites, HR Leaders are faced with the challenge of discovering new ways to attract and retain employees using the Web. Interacting across generational lines, navigating social media trends, leveraging new technology and avoiding the costly pitfalls of negative social media interactions have created a complicated maze for HR Directors and Managers. In order to remain relevant, understanding future social media trends while engaging the current and potential workforce is vital.

By the end of the program the participants will be able to:

» Grow knowledge and understanding of how social media and technology is impacting the way that businesses are connecting with the workforce of today and how that will change in the future as a result of social media/technology.

» Identify what leading edge and innovative companies are doing to leverage social media and technology to grow their business and attract, develop, retain, and engage their workforce

» Understand how social media and technology will be utilized by different generations of the workforce and how companies can prepare their employees and leaders to embrace these new capabilities

» Identify if there are any lessons learned from organizations that have discovered negative impacts to their business due to social media and technology

Crystal Washington, Author, Social Media Strategist, Keynote Speaker and Owner, CMW Enterprises

2:15pm Measuring, Monitoring, and Building Employee Engagement

There are many elements impacting an organization’s success. These include the value of its services and products to buyers, the strength of its competitors, barriers to entry, and technology. One of the most important elements is employee engagement. A strongly engaged workforce will improve quality, safety, customer retention, and profitability, while reducing employee turnover, absenteeism, workers’ compensation and medical claims, and workplace defects. For this reason, understanding the power of employee engagement, measuring the level of engagement, and taking measures to build engagement are crucial to an organization’s success. In this presentation we will first consider the definition of employee engagement and discuss the powerful impacts (both positive and negative) of employee engagement. We will then look at ways to measure employee engagement. Finally, we will look at one organization’s efforts to build employee engagement through various initiatives.

David Isaac, Senior Vice President Human Resources, Rockwater Energy



3:30pm Strategic Hiring – Forecasting Talent Supply/Demand and the Use of Workforce Planning

Workforce planning has always existed in some form, however there is a re-emergence in the Human Resources area as companies attempt to move to a more strategic approach for predicting, acquiring and developing talent. This is a change from a “post the job then recruit” staffing model to having the right talent at the right time for the business. This renewed focus has forced Human Resource professionals to question how to create a pipeline that considers both the skill sets and number of employees needed. Senior management teams in the sector face a broad array of challenges, including aging workforce, available talent and skills, development, and training to ensure zero safety and environmental incidents while remaining cost efficient. Join this session for an insight on why workforce planning and talent optimization are critical to success in this challenging environment.

Thomas Smouse, Vice President Human Resources & Administration, Newfield Exploration Company

Sponsored by Oracle

4:15pm Knowledge and Information Management – Preserving Our Most Valued Resource

Interest in knowledge management has been spurred by accelerating rates of technological and market change that have resulted in innovation and learning becoming increasingly important for business success and by rapid advances in formation and communications technology offering greater opportunities for exploiting the knowledge available to organizations. The oil and gas industry has been at the forefront of both the development and deployment of knowledge management techniques as conditions specific to the industry suggest the potential of knowledge management to provide solutions to some of the most critical problems faced. Between 2000 and 2010, the Society for Petroleum Engineers estimated that 231,000 years of cumulative experience and knowledge will be lost to the industry in the next 10 years due to retirement of petroleum engineers and other technical staff. Knowledge management offers a means of limited the potentially devastating effects of the continuous knowledge loss of due to retirement & downsizing. This session will address strategies in this space.

Susan Rosenbaum, Director of Knowledge Management, Schlumberger

5:00pm Conference Day 2 Sessions Conclude


Globalizing Talent Management, Diversifying the Workforce and Managing Change

8:00am Registration

8:30am Keynote: The Shift - Building Next Generation Enterprises for a Next Generation Workforce

For future focused organizations to succeed in the 21st Century a bold approach to management is needed. An approach where freedom, trust, and experimentation are not only embraced but encouraged.

The challenge is most organizations today have been constructed upon a model not built for this century. A model based on principles of top down command and control, centralized power and information. Characteristics not equipped for the dynamic changes happening in the new world of work.

In this program Seth offers a fresh perspective and call to action for leadership mavericks and trailblazers at all levels to begin the work of dismantling the rigid fixed structures holding organizations back from thriving in the new world of work.

Attendees of The Shift will gain:

» Deep insights into the make or break challenges and road blocks that will define “Pivotal” Management success in the new world of work.

» Fresh perspective on the changing landscape and management models for developing talent and driving innovation.

» Confidence to challenge the status quo and a clear set of guideposts for conducting high-value, low risk management experiments.

» A framework to guide their journey into the new world of work.

Seth Mattison, Founder and Chief Movement Officer, FutureSight Labs

9:30am: Global Mobility Trends and Strategies for Success

Among all industries, the oil and gas sector has been at the forefront, and continues to see, the greatest changes and complexities in international assignments. At the same time, their global mobility departments are under pressure to develop global and local talent, reduce costs, demonstrate ROI, avoid failed assignments, and leverage repatriates--in addition to the challenges unique to their specialized operations. Judy Verses of Rosetta Stone and Sonya Kaleel of Aperian Global will review the trends and challenges facing energy companies, outlining research-based best practices for making international assignments a success. In particular, they will speak to candidate selection and the global readiness process, and how language skills and cultural know-how can bridge gaps and pave the way to successful assignments that mitigate risks and ensure high-impact results.

Judy Verses, President Global Enterprise & Education, Rosetta StoneSonya Kaleel, Director Global Learning and Development, Aperian Global

Sponsored by Rosetta Stone



10:45am Structured Mentoring - Building and Retaining a Competitive Global Workforce

To remain successful in competitive international markets, corporations must build and retain a skilled, global, multi-cultural workforce through multi-faceted talent management strategies that align training, mentoring, and coaching initiatives with cutting-edge practices such as social and mobile learning. Structured mentoring form the foundation of a well-designed talent management strategy as it joins together varied critical initiatives. Successful structured mentoring enables organizations to excel and differentiate themselves from the competition.

Meta Rousseau, Director Training & Leader Development, Blackhawk Specialty Tools

11:30am How the Oil and Gas Industry Can Address the Leadership Shortage

The oil and gas industry is experiencing an unprecedented amount of change. Oil and gas companies are about to undergo a mass exodus of leaders and experts due to retirement. This, coupled with increased labor demand due to growth in oil and gas output, are drivinga shortage of qualified leaders to fill critical positions that drive business success. Additionally, a global economy, new technology, political and geopolitical forces are changing the skills and requirements necessary for successful oil and gas leaders. What skills do oil and gas leaders need and how can oil and gas companies foster effective leadership development?

In this session, Sue Lam and Elissa Tucker will share findings based on predictive analyses and best practices research to answer these questions. We will reveal which factors are behind changing organizational leadership requirements and which actions organizations can take to foster more effective leadership.

Session participants will learn:

1. the leadership skills that oil and gas employees need to succeed,2. the largest leadership skills gaps in the oil and gas industry,3. the leadership style required for business success, and4. which actions—spanning recruiting, learning, rewarding, planning, and more—promote a

more effective organizational leadership style.

Elissa Tucker, Research Program Manager Human Capital Management, APQCSue Lam, Human Capital Management Research Specialist, APQC

Sponsored by APQC



1:15pm Well Rounded - Developing the Head, Heart & Guts of a Leader

Southwestern Energy (SWN) knows that the industry leaders of tomorrow will require more than technical know-how to be successful. At SWN, it also requires Head, Heart and Guts to be an effective leader. When designing their inaugural Executive Development Program, SWN integrated content, projects and experiences that would address these critical components. Learn how the nation’s 4th largest natural gas producer set aside the status quo to deliver a customized leadership development program that challenged participants to leave their comfort zone and define their own personal leadership essence while striving to add Value+.

Jenny McCauley, Senior Vice President Human Resources, Southwestern Energy Company

2:00pm “Doing Good = Doing Well” - Leadership Training and Market Development Meet Corporate Citizenship

In this session, you’ll hear how one company is developing its emerging leaders while contributing to the “Triple Bottom Line”: Delivering sustainable solutions for community, environment and business success. In a new twist on leadership development, the city of Accra, Ghana, was fertile ground for 36 Dow employees who applied their expertise and passion to address some of the world’s most pressing challenges. As part of Dow’s 2013 Leadership in Action program, employees from 24 countries contributed to sustainable community development by partnering with local non-profit and non-governmental organizations (NGOs) to implement seven projects addressing issues related to agriculture, housing, education, access to clean water and more. Along the way, the participants developed personally and professionally, provided solutions and empowered their clients, while identifying new business opportunities. Join us to learn more about how doing good for communities and the environment can also mean doing well in business.

John Kolmer, Manager Global Leadership Development, The Dow Chemical Company



TMA strictly enforces an attendance policy to guarantee the best possible experience for our speakers and attendees. TMA maintains a 70/30 split between practitioners from end user companies and vendors that provide talent management and recruitment solutions. www.the-tma.org

The TMA Difference

3:15pm (Not Just) Houston, We Have A Challenge - Promoting Industry Gender Diversity, From The Classroom To The Boardroom

Truth is in the data. In the U.S., 95% of the Fortune 1000 CEO positions are filled by men, and there is no female oil and gas CEO in the Fortune 500. Not enough diverse talent is progressing, and not enough students are flowing through the STEM pipeline. The problem exists in field locations and corporate offices, in classrooms and board rooms, and it’s bigger than Houston. It’s a multi-generational complexity, a diversity challenge, and an advocacy problem. What can we do to change the diversity development landscape? Where can energy companies come to capitalize on emerging opportunities to connect and identify the next generation of talent.

Pink Petro is the voice and change platform for advocates of diverse leadership, women, and students. It is the first digital, social platform in oil and gas to educate and promote diversity advocacy via its niche B2B channel. It is moving the conversation from traditional, multi-purpose channels to “The Power of a United Voice” and one global, cross-generational media channel. Join this session to learn how industry stories and connections will shape Pink Petro, and how your talent organizations can be a part of the solution.

Katie Mehnert, CEO, Pink Petro and Former Director Safety & Operational Risk Competence Management, BP

4:00pm Closing Keynote: Dynamic Diversity, Development and Direction

Years of research and practical experience show us that a diverse workforce results in successful business results. Diversity comes in the form of gender diversity, cultural diversity, and socio-economic diversity. But it takes more than just creating a diverse workforce. Sustainable programs require building in systems to ensure the retention and success of the new pool of talent. This session will address the steps that move beyond outreach and focus on how to provide direction and opportunity to high potential employees as well as how to develop talent to create a successful outcome for both your company and employees.

Gindi Eckel Vincent, Counsel, ExxonMobil Corporation, President, Women’s Energy Network and Author of “Learning to Lead”

5:00pm Conference and Day 3 Sessions Conclude


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3 Day Conference $1,995.00

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Venue Information The Houstonian Hotel111 North Post Oak LaneHouston, Texas 77024713.680.2626

For a corporate seminar or week-long conference, The Houstonian Hotel is known as one of the most prestigious meeting venues in Houston. State-of-the-art conference facilities combined with impeccable service and amenities add distinction to any business or corporate event.

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