WELCOME This event brings together a number of speakers from academia and industry. During the event there will be a mix of academic and practical workshops. Each session will explore a different aspect of leadership. The event will be hosted in the modern facilities at Aberdeen Business School, Garthdee and the Faculty of Health and Social Care.
MBA
MBA OIL AND GAS MANAGEMENT
SYNOPSIS OF EACH DAY:
SYNOPSIS OF EACH DAY:
May 21 17:00-19:00
H230
Allan Scott
Welcome and Introduction
May 21 17:00-19:00
H230
Allan Scott
Welcome and Introduction
May 22-23 09:00-17:30
225
Phil Burge
Business Simulation Game
May 22-23 09:00-17:30
225
Phil Burge
Business Simulation Game
May 24 09:00-17:30
225
LeadCentric
Leadership Skills
May 24 09:00-17:30
225
LeadCentric
Leadership Skills
119
Professor Simon Lee Hamish Milne Iain Imray
Leadership Insights
May 25 09:30-12:30 14:00-16:00 16:30-18:30
225
Leadership Insights
May 26 09:30-12:30 14:00-16:00 16:30-18:30
225
May 25 09:30-12:30 14:00-16:00 16:30-18:30 May 26 09:30-12:30 14:00-16:00 16:30-18:30
225
119 225
Colin Menzies John Martin Tamer Elewa
Johan Nell & Yasmin Lilu Malcolm Webb Iain Imray
Jeremy Cresswell Steve Fogg Tamer Elewa
Leadership Insights
Leadership Insights
May 27 09:30-17:00
H234
Professor Dennis Tourish
Leadership, Communication and Change
May 27 09:30-17:00
H234
Professor Dennis Tourish
Leadership, Communication and Change
May 28 09:30-17:00
H234
Professor Owen Hargie
Leadership and Communication
May 28 09:30-17:00
H234
Professor Owen Hargie
Leadership and Communication
Phil Burge
Business Simulation Game
May 29 09:00-17:30 May 30 09:00-13:00
225
Phil Burge
Business Simulation Game
May 29 09:00-17:30 May 30 09:00-13:00
225
24 May
24 May
LEADERSHIP SKILLS DEVELOPMENT
ALLAN THOMAS
LEADCENTRIC, 9:00-17:30, Room 225
‘The Challenge of Leadership - An Everest Experience’
09:00 ARRIVE ATRIUM 09:15 Welcome and Briefing - Matthew Anderson 09:30 Inspirational Leadership Talk by Allan Thomas 10:00 Command Tasks
Participants should bring warm outdoor clothing and appropriate footwear. It may rain.
25 May
25 May
PROFESSOR SIMON LEE
HAMISH MILNE
‘Leadership, Partnership & Radical Change’
‘Leadership Challenges in SMEs’
Simon Lee is the founder and chairman of Level Partnerships Ltd and is Professor of Leadership at Aberdeen Business School, Robert Gordon University. He has fourteen years’ experience of leading change as the head of higher education institutions, first with Liverpool Hope, the ecumenical university college, then with Leeds Metropolitan University, known in sporting circles as Carnegie. Under his leadership, both won awards and developed pioneering partnerships. Simon Lee was a prize-winning scholar at Balliol College, Oxford, and a Harkness Fellow at Yale Law School, following which he was a lecturer in law at Trinity College, Oxford, and then King’s College London before being appointed Professor of Jurisprudence at Queen’s University Belfast at the age of 31. He was appointed an Emeritus Professor by Queen’s at the age of 38 when he moved to Liverpool Hope. He is the author of several books. In Northern Ireland, he was the co-founder of Initiative ’92, which established the Opsahl Commission, a citizens’ enquiry. In Liverpool, he chaired the Netherley Valley Partnership, the Everyman & Playhouse Theatres, the interim board for Liverpool education and the private-public sector tram joint venture project. In Yorkshire, he chaired Leeds Carnegie, the professional rugby union club. In London, he chaired the Plater Review and the board of Podium, which helps all universities and colleges in the country to be involved in the cultural and sporting Olympiad of London 2012. Level Partnerships is a consultancy that brokers and supports partnerships in sport, the arts, education, diverse communities, businesses, health services, local authorities and the wider public sector, at home and abroad.
Hamish Milne, Commercial Director – EquityWorks Limited A maths and science graduate of Aberdeen University in 1971, Hamish, after a brief spell teaching, got involved in private enterprise and became an experienced CEO and CFO. Hamish has held a number of key roles and responsibilities as a founder director of one of Scotland's largest private property development groups while also contributing to several external public sector and charitable bodies. An active member of the wider business community, including Aberdeen & Grampian Chamber of Commerce, where he served as President, Hamish in 2003 became a founder member and director of local Aberdeen business angel syndicate Aurora Private Equity. Whilst still a member of Aurora, Hamish along with two colleagues set up EquityWorks where he is currently Commercial Director. He is also interim Finance Director of Intersum Ltd and Carbon Control Software Ltd. Hamish is a serial investor and mentor in a number of developing companies in Scotland and has held various Board positions. He has also enjoyed mixed fortunes in the process! Outside business Hamish enjoys theatre, travel and golf and more recently is transforming his workaholic tendencies to spend time with his first grandchild!
25 May YASMIN LILU AND JOHAN NELL, ACCENTURE ‘Leadership today for leaders tomorrow’ As the energy industry continues to move into new frontiers and encounters tough challenges, companies need to ensure they have the right leadership to achieve high performance. For national oil companies (NOCs) in particular, this need is even more pressing. Over the past decade, NOCs have transformed the energy landscape by growing beyond national boundaries and across the value chain, as well as becoming increasingly independent to manage operational performance. They are unique in their starting points and challenges, and on various growth journeys and now their executives face tough choices on how to increase capabilities and manage different priorities today than yesterday. As a result, executives will need to focus on both ‘what’ they do as well as ‘how’ they operate to engage and energise their organisation. In addition, today’s NOC executives need to identify, attract and retain the leaders they need for the future—in domestic and global talent pools that are becoming more competitive than ever. The leadership models and development approaches of international oil companies (IOCs) and other companies, while informative, will not be sufficient for NOCs to overcome the challenges they face.
YASMIN LILU Yasmin is a Manager in Accenture’s Human Capital & Organisation Effectiveness practice and has worked in the energy and mining industries for 5 years. Yasmin has a background in organisational strategy and architecture, leadership alignment and human capital strategies. She has worked on a range of restructuring, organisational change (including post-merger integration) and transformation projects varying in size and complexity. During her time at Accenture Yasmin has been closely involved in industry research/thought leadership including a review of energy M&A deals in 2007,
During her time at Accenture Yasmin has been closely involved in industry research/thought leadership including a review of energy M&A deals in 2007, talent management strategies for the energy sector and low carbon opportunities for mining. At present, she is leading a new study looking at executive leadership capabilities for National Oil Companies. Yasmin has a masters degree in International Peace and Security (a combination of War Studies and International Law) from King’s College London, and a BSc in International Relations from the London School of Economics and Political Science.
JOHAN NELL Johan is a senior executive within the global resources team of Accenture, leading its upstream energy practise. He has worked in the resources environment for the past 20 years engaged in both operational and consulting roles, delivering business improvement projects for clients in the chemicals and petroleum, utilities, mining and heavy engineering industries. He gained his experience with clients in the US, Middle East, Europe, Australia and Africa which includes Rio Tinto, Western Mining, Shell, BP, BG Group, Chevron and KPC. He specialises in the transformation of upstream energy operations and operations support, providing insights into operating efficiency, capital portfolio management, asset integrity and information integration and management requirements. In his current role Johan is challenged with the task of directing Accenture’s global industry expertise to the specific challenges of upstream energy companies, in the context of economic, geographical, company intent, and asset lifecycle dimensions. Previously Johan held positions with IBM UK, PWC Consulting UK and Eskom in South Africa. He holds a Master Degree from University of Pretoria and a Bachelors Degree in Electronic Engineering.
25 May MALCOLM WEBB ‘Leadership Issues - A Perspective from a Trade Association’ Malcolm Webb is the Chief Executive of Oil & Gas UK. A graduate of Liverpool University and a lawyer by profession, he has extensive senior management experience in both the upstream and downstream oil industry, gained in the UK and abroad. Malcolm began his oil industry career with Burmah Oil in 1974, and went on to work in a series of senior roles for the British National Oil Corporation, Charterhouse Petroleum Plc and PetroFina SA. Prior to joining Oil & Gas UK (then called UKOOA) in February 2004, Malcolm spent three years as Director General of the UK Petroleum Industry Association, representing the UK oil refining and marketing sector. Since joining Oil & Gas UK he has led the organisation through two major change programmes to enable it to become the leading trade association for the UK offshore oil and gas industry. Malcolm Webb is a member of PILOT, the Government / Industry forum which aims to secure the long-term future of the UK upstream oil and gas industry. He is also a director of OPITO (the UK oil and gas industry skills academy) and chairman of Common Data Access Limited (the UK industry body which facilitates access to UK geo-technical data). He divides his time mainly between London and Aberdeen.
25 May IAIN IMRAY ‘The New Realities of Funding - What Your Banker Really Needs to Know’ Many companies and entrepreneurs feel frustrated at the lack of liquidity stifling their efforts to survive and grow. Simply maintaining previous levels of funding is a tough proposition for many. Yet simultaneously banks have publicly emphasised that they are "open for business" to "creditworthy customers" and "viable businesses". So what is going on?
Educated at Aberdeen University and Harvard Business School, Iain's career started at KPMG where he became an assistant director in the National Technical Department and was responsible for large audit, corporate finance and investigation assignments.
Banking rules have changed in the post credit-crunch economy. No longer are lending decisions made on formulaic multipliers. Instead, bank lending appraisal has returned to the practises featured in the 1980's. Lending decisions are now governed by a rigorous assessment of the key financial and non-financial risks within the business plan. Companies find it difficult to react to bankers' questions in this new economic era and are unsure about new banking judgements regarding risk and reward.
In 2008, he played a pivotal role in the successful sale of Grampian Country Food Group's trading operations. Iain has subsequently concentrated on mentoring entrepreneurial businesses facing a variety of financial and commercial challenges.
How should companies seek financial backing from increasingly discerning funding providers? With an emphasis on the key non-financial messages to be delivered, and insight into The Abacist's golden rules, this seminar draws on significant experience to encourage and challenge business owners to dramatically sharpen their business case to maximise available funding opportunities.
In 1990, Iain moved to Grampian Country Food Group where, as Finance Director, he jointly led the creation of one of the largest UK private companies with a ÂŁ1.7 billion turnover and over 20,000 employees, yet retained the company's distinctive North East roots.
This year, Iain launched The Abacist, a talented team of finance professionals and strategists acting as Trusted Business Advisors and Flexible Finance Directors for entrepreneurial businesses.
26 May
26 May
COLIN MENZIES
JOHN MARTIN
‘A Question of Command’
‘So who really runs the country?’
Colin has served the communities of Grampian as a Police Officer since 1982 firstly in Aberdeen as a Community Officer in various parts of the city and then on promotion in a wide variety of roles including Roads Policing, Firearms, Staff Officer to the Chief Constable, Divisional Commander in North Aberdeenshire, Head of Operational Support and Development & Governance.
Career Civil Servant, in Scottish Office/Executive 1968 - 2004.
Colin graduated MSc in Police Leadership and Management at University of Leicester in 2004 with thesis on Transformational Leadership in Policing. In 2006, he gained Post Graduate Diploma with distinction in Public Sector Collaborative Leadership from University of Lancaster as part of a cohort of Public Service leaders in Scotland. Having successfully completed the UK Senior Strategic Police Command Course at Bramshill in 2007 he was appointed to his current role of Assistant Chief Constable with responsibility for Operational Policing in Grampian Police. Colin recently returned to the Command Course in the role of Syndicate Director where he was responsible for supporting the learning and development of the next generation of UK Policing leaders. As Assistant Chief Constable in Grampian, Colin holds a diverse range of active National portfolios including Operational Policing, Special Constabulary, National Custody Forum and Community Planning as wells as providing leadership and direction of all operational matters in Force including critical incidents and the development and implementation of a community focussed policing strategy. He remains devoted to learning and passionate about leadership development in the Police Service and beyond at all levels.
Head of Transport 1998-2004, and Head of School Education 1992-98. Other work areas, in addition to more junior posts in school education and public transport, included local authority housing, Highlands and Islands development, tourism, privatisation of Peterhead Harbour, social work, and doctors and dentists manpower planning. Spent two years as Private Secretary to a Government Minister (1972-74). Since 'retiring' in 2004, I have been a part-time consultant in various guises. I have undertaken a number of review studies for the Scottish Executive/Government, the Department for Transport and the Edinburgh World Heritage Trust. For the last four years I have been decision-maker for the Secretary of State for Transport in appeals by bus companies against the reimbursement English local authorities are prepared to pay the companies for participating in the free concessionary fares scheme. I am an appointed member of the Board of SESTRAN, a public member of Network Rail, and a member of the advisory boards of the Transport Research Institute at Edinburgh Napier University and of the Railway Heritage Trust. I play bad golf and slightly better tennis. Other interests include travel, cricket, philately, concerts and DIY.
26 May
26 May
JEREMY CRESSWELL
STEVE FOGG
‘Pulling together: leadership in action - North Sea style’
‘The path to leadership and navigating difficult times’
Jeremy Cresswell has had a curious path to becoming the most respected energy journalists in Europe and beyond. Jeremy originally set on the path of becoming a lawyer but instead spent 12 years in fishery development. This led Jeremy to start his own marine contracting business. Jeremy with an obvious interest in all things in the sea and below took an interest in the developments of the North Sea.
Steve Fogg is the Managing Director of Pöyry Energy (Aberdeen) Ltd. He graduated from the University of Sheffield in 1980 with a degree in Chemical Engineering and Fuel Technology and has spent the past 30 years in various roles within the Oil and Gas industry, initially as a process engineer for medium and large engineering contractors located in London. He moved to Aberdeen in 1989 and worked for Matthew Hall/ Amec / Wood Group Engineering in process engineering and project management roles, before joining IGL as a Consultant Process Engineer in 1996. As the consultancy grew in Aberdeen, Steve became involved in the Operational Management of the consultancy business, becoming Operations Director in 2003. The IGL group of companies was acquired in 2006 by Pöyry, and Steve was promoted to Managing Director of the Aberdeen Business in 2008. Last year he was appointed Regional President of Oil and Gas activities in Europe.
Today Jeremy is editor of Energy, a satellite to the UK's oldest daily newspaper - the Press and Journal of Aberdeen. Jeremy is also: Founder/chairman of Aberdeen Renewable Energy Group; a director of Aberdeen Offshore Windfarm Limited; an honorary professor at Aberdeen Business School - Robert Gordon University and a Burgess of the City of Aberdeen
26 May TAMER ELEWA ‘Cross Cultural Leadership’ In the era of globalization, International trade, cultural exchange, and worldwide telecommunication systems, Multinational organizations have now very culturally diverse employees. Motivating this diverse work force requires much of awareness towards cross cultural leadership traits. What cultures would be the most likely to perceive differences between managerial and leadership duties? What cultures would view them as the same? Is there any relationship between company size and managers’ attitude toward certain leadership styles? What do managers need to know about leadership in the international arena? Tamer F. Elewa, Regional Director of Human Resources - Middle and Near East region, for one of the top Pharmaceutical organizations across the globe, supports 13 different countries, a work force of 16 diverse nationalities, 8 different faiths and speaking 25 different languages, gives us an insight on the importance of cross cultural awareness. Tamer has graduated from Aberdeen Business School, and is currently working towards his doctorate degree in organizational behaviour, researching cross cultural barriers towards staff engagement. A member of ELSEVIER Innovation Explorers, He has a 12 Years business experience and aspires to create a "Best Working Environment" across the 13 countries that he supports
27 May
28 May
PROFESSOR DENNIS TOURISH
PROFESSOR OWEN HARGIE
‘Leadership and Change’
‘Leadership and Communication’
Dennis Tourish is a Professor of Leadership and Fellow of the Leadership Trust Foundation at Kent Business School. He has published over 60 papers and book chapters, and co-authored or co-edited six books, in this area. He has worked at several Universities in his career, and has regularly consulted with senior management teams on leadership, strategy and communication issues.
Owen Hargie is Professor of Communication at the University of Ulster. He is also Associate Professor at the University of Chester and Adjunct Professor at the Norwegian University of Science and Technology. He is an Associate Fellow and Chartered Member of the British Psychological Society, a founding Executive Council Member of the European Communication Association, and an Elected Member of the exclusive Norwegian Society of Sciences and Letters. He has published 20 books, 50 book chapters and well over 100 major papers on communication and has presented at numerous international conferences. Owen is widely regarded as one of the foremost authorities on communication in Europe. He has worked with many companies on communication and leadership issues during his career.