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The 2019 KPMG Future of HR Survey asked 1,200 international HR leaders to define the HR function for success in the 21st century.

The KPMG Global Energy Institute is pleased to announce that we can now offer the survey results with a specific focus on the energy sector. The Oil & Gas report can be downloaded here, while the report for Power & Utilities is available here.

Oil & Gas sector findings

Oil & Gas HR executives are confident about the strategic value and performance of the HR function and believe that the HR function is seen as a core value driver by senior leadership, but there is a disconnect between expectations and actions in many areas.

Key findings include:



Although the need for workforce transformation is generally accepted among Oil & Gas HR executives, with wide recognition of the need to transform workforce skills (86 percent) and how the HR function operates (92 percent), fewer than half are very confident in HR’s ability to transform.

67 percent of respondents in the Oil & Gas industry agree or slightly agree that their organization has initiated or recently completed a digital transformation of the HR function, however only 40 percent have a digital work plan in place.

Nearly all (95 percent) of Oil & Gas HR executives feel that artificial intelligence (AI) and/or machine learning can drive significant value for HR, yet only 54 percent of HR functions have begun to introduce AI.


Please click here to read more.


Power & Utilities sector findings

Power & Utilities HR executives feel that HR is valued by senior leadership. They also feel that HR functions related to employee learning & reskilling and attracting employees bring the most benefit to their organizations.

Key findings include:



A majority (72 percent) of Power & Utilities HR executives recognize that their workforce will need to be transformed, yet only 31 percent are very confident that HR can lead that transformation.

Technology investments have prioritized people management and performance management.

A majority (63 percent) of Power & Utilities HR executives believe that artificial intelligence (AI) and/or machine learning (ML) can drive significant value for HR, yet only 41 percent have started to introduce AI. They also believe that their primary role in preparing the workforce for AI is in change management and training.


Please click here to read more.

KPMG Energy LinkedIn showcase page

KPMG’s Energy LinkedIn showcase page is designed specifically for those interested in the energy industry. As part of our online energy community, you’ll be able to read today’s most important topics, access content affecting your industry or organization, share your perspectives on critical business topics and industry issues, post comments and more. Visit or click here  to follow.

I heard from folks at Bloomberg this week when this piece came out: Big Oil Battles Gender Problem That May Take Generations to Fix.


My response: Sure, it may. But it doesn’t have to.


The key is for leaders to stop talking about the problem and start focusing on the solution: making diversity not just a “priority,” but a value.


It’s time to make equal opportunity a part of the culture of how big oil operates.


We’ve seen that this can work. When the industry put a new focus on safety and made that a part of our culture, real change followed. It’s time for us to make that same commitment to diversity of all kinds, including gender equity.


Across the energy sector, leaders can and must do a better job of appealing to and engaging with women. Currently, the industry does not communicate well enough about possibilities for women to have flourishing careers. It doesn’t do enough reach out to universities to build a pipeline of talent, attracting women in STEM. And there aren’t adequate resources inside many companies to help ensure women receive equal opportunities to work their way up the ranks.


Oil companies must also do more to highlight the stories of women at all levels. Rather than just honoring certain women executives at ceremonies with rubber chicken dinners, organizations should provide women with more open forums to be heard. (On this front, see Bloomberg’s coverage of HERWorld here.)

At company and industry events, as well as in media, we should all be learning about the obstacles women face in the industry and how those obstacles can be removed.

This will help empower women and girls to forge paths in this sector. When my daughter sees representations of the people in the energy sector, she should see people like her.


And it will help empower everyone who cares about this issue to work together.






This is why we hold the GRIT Awards -- to share the powerful stories of women. It’s why we’ve launched Experience Energy to help women build careers and advance in the industry. It’s what Pink Petro is all about.


What do you think we need to do to make gender parity happen now -- and not leave it to future generations?

“Alexa, what is Pink Petro?”


You know you’ve arrived when your 7-year-old daughter asks that question, and Alexa has an immediate answer from Wikipedia. That’s just one of many accomplishments founder/CEO Katie Mehnert shared during the Global Community Council’s last meeting of the year.


“We’re creating the new future of energy,” says Mehnert.




Thanks to the Global Community Council which currently represents 24 member companies of all sizes, it has been quite a year. Case-in-point, Pink Petro now has 11,000+ members in 120+ countries; a verified profile on social media and more than 15 million organic impressions across all platforms. This year Pink Petro grew its careers site, Experience Energy; culture consulting; and launched support for mentoring by forming a non-profit with  Plus, more than 75,000 people participated in the GRIT Awards and HERWorld18 combined. 


Not too shabby for the first online community for women in energy, which began as scribbles on a cocktail napkin!


“We’ve got momentum globally because change happens not by talking about it, but by taking action and socializing it” Mehnert told the GCC last Tuesday, December 4.


The Pink Petro community believes: the energy world needs to eliminate the gender gap; individual companies need to build better diversity and inclusion initiatives; and, companies need to retain and attract top talent.


The other shared belief? The only way to get there is together.


That’s why the channels of communication are wide open. Everyone is connected and everyone has a voice. That’s Pink Petro’s doing. “We elevate what resources are available and we meet people where they are, online,” says Mehnert. The global council helps steer relevant programming and policies for Pink Petro’s at-large community. But, “Conversation doesn’t stop just because a meeting is over. Members are talking to each other through the member app, social media, and the experiences we offer throughout the year.”


“It feels so good to be part of something so relevant,” says GCC member Shara Hammond of Marathon Oil. “Everything Pink Petro is doing feels so fluid and organic. It’s very powerful.”


Mehnert says the council’s work is a progressive movement for change. She calls 2018 the year of “insane growth.” In addition to the stats above, the media is also taking notice. On a regular basis, Bloomberg, Reuters, Forbes, Fortune, FOX, CNBC and CBS contact Pink Petro for industry insight.




“This is where decision-makers and influencers come together,” says Mehnert, “And we’re the ones putting everyone in touch.”


Pink Petro membership has its benefits. Here are some highlights:

  • Invitations to exclusive professional development opportunities.
  • Access to the community through the members-only app and experiences live or on-demand.
  • Access to accomplished coaches, mentors and experts monthly via Coach’s Corner live and on-demand.
  • And corporate members can join the Global Community Council.


Interested? Click here to apply!

As the country continues to mourn the loss of former President George H.W. Bush, laid to rest last week, Pink Petro would like to recognize the man who shared our values. He was a friend of energy and supported diversity within the industry.


Before launching his political career and after marrying Barbara Pierce, the Yale graduate took a sales job with an oil and energy firm in Midland, Texas. Dresser Industries was owned by a Bush family friend and decades later it merged with Halliburton, an early believer in Pink Petro.


After a couple years, and with the help of family money, Bush got his hands dirty by starting two oil drilling businesses, including the Zapata Petroleum Corporation.


By the mid-1960’s, politics came calling and Bush was elected to Congress. He sold his share of the drilling businesses but never lost his appreciation for energy and inclusion.


In July of 1992, while Bush was in the Oval Office, Linda Stuntz was unanimously confirmed as Deputy Secretary of Energy. This marked the first time a woman served in this position. Stuntz played a key role in developing and enacting the Energy Policy Act. It contained more than two dozen subtitles outlining ways to reduce dependence on energy imports, boost renewable energy production, and increase energy efficiency of buildings.


In October of 1992, President Bush signed this landmark legislation into law.


In addition to his service to our industry and in politics, he was a man of integrity, character, and had a real zest for life.  His son George W. Bush said at the funeral in this full eulogy, In his old age, dad enjoyed watching police show reruns, volume on high (laughter), all the while holding mom’s hand. After mom died, Dad was strong, but all he really wanted to do was to hold mom’s hand, again.”



Rest in Peace, with Robin and Barbara, #41.