POG Premium Oil and Gas
Case Study - Premium Oil and Gas
Premium Oil and Gas (POG) is the Dutch holding company of one of the world’s largest petroleum and gas groups. The organisation employs over 80,000 staff in 80 countries and is best known to the general public through its 25,000 service stations.
POG’s main activities are the exploration and production of crude oil and natural gas, together with the marketing, supply and transportation of these products. The company earns revenues of around £100 billion per annum based on its daily production of two million barrels of crude oil and eight billion cubic feet of natural gas, plus daily sales of six million barrels of refined products.
Over 90 per cent of POG’s executives are Dutch nationals, of whom five per cent are women. This concentration can be explained by the company’s Dutch origins and its consequent patterns of recruitment.
Recently, POG’s Chief Executive Officer, Ruud van der Zende, has pronounced that for the company to achieve its aspiration of being a ‘truly great global company’ it must work towards building a top management team that is visibly diverse. It should also continue to strive towards being ‘genuinely meritocratic’ at every level, attracting and retaining talent across the globe regardless of background, gender, nationality or sexual orientation. POG’s stated intention is to respect different cultures and the dignity of individuals in all countries. The company also aspires to be a ‘modern, global learning organisation’. This will enable organisational knowledge and best practices to be spread right across the whole company. The aim is to run a company that is responsive and flexible and that is distinguished by core values and objectives that are embedded everywhere.
This vision represents quite a challenge for a giant of a company that seeks to connect its central headquarters with more than 120 decentralised business units. For years, business unit leaders were ‘encouraged’ to operate in many
Premium Oil and Gas (POG) is the Dutch holding company of one of the world’s largest petroleum and gas groups. The organisation employs over 80,000 staff in 80 countries and is best known to the general public through its 25,000 service stations.
POG’s main activities are the exploration and production of crude oil and natural gas, together with the marketing, supply and transportation of these products. The company earns revenues of around £100 billion per annum based on its daily production of two million barrels of crude oil and eight billion cubic feet of natural gas, plus daily sales of six million barrels of refined products.
Over 90 per cent of POG’s executives are Dutch nationals, of whom five per cent are women. This concentration can be explained by the company’s Dutch origins and its consequent patterns of recruitment.
Recently, POG’s Chief Executive Officer, Ruud van der Zende, has pronounced that for the company to achieve its aspiration of being a ‘truly great global company’ it must work towards building a top management team that is visibly diverse. It should also continue to strive towards being ‘genuinely meritocratic’ at every level, attracting and retaining talent across the globe regardless of background, gender, nationality or sexual orientation. POG’s stated intention is to respect different cultures and the dignity of individuals in all countries. The company also aspires to be a ‘modern, global learning organisation’. This will enable organisational knowledge and best practices to be spread right across the whole company. The aim is to run a company that is responsive and flexible and that is distinguished by core values and objectives that are embedded everywhere.
This vision represents quite a challenge for a giant of a company that seeks to connect its central headquarters with more than 120 decentralised business units. For years, business unit leaders were ‘encouraged’ to operate in many