BP’s success depends on having a talented and diverse workforce
The millennial generation doesn’t just want career growth; they also expect to make a positive contribution to society. So we need to do a better job of talking about the prosperity we bring to countries, about the community development projects we deliver, about the work we are leading to address carbon emissions, and about our commitment to the energy transition.Bob Dudley, group chief executive, BP
Attracting and retaining the right people
We prefer building capability and promoting people from within our organization and we complement this with selective external recruitment for specialist roles.
We provide a wide range of on-the-job learning and mentoring programmes, as well as online and classroom-based courses. Structured leadership courses support employees moving into more senior positions.
Our average expenditure on learning and development was around $4,000 per person in 2016 (2015 $4,000).
We continued to invest in graduate and early career recruitment in 2016, albeit at a reduced level. A total of 231 graduates joined BP in 2016 (2015 298, 2014 670). We are working to increase our visibility in the graduate job market and in 2016, students voted us the UK’s Most Popular Graduate Recruiter in the energy and utilities sector at the Target Jobs Sector Awards.
A tough environment
A lower oil price has meant that we have continued to adapt and reshape our organization. This has contributed to a reduction in overall headcount of 10,000 over the past two years. Our focus is on retaining the skills we require to maintain safe and reliable operations.
Engaging our employees
We recognize that this is a stressful time for our staff, which is why we have increased our communications to help address employee concerns and to explain the business rationale behind the changes. The executive team has held additional face-to-face meetings with employees, and we’ve provided managers with practical guidance on energizing and motivating their teams.
Our annual employee survey found that perceptions of how changes in the business have been communicated have improved since 2015, with notable rises in positivity in our trading and upstream businesses.
Confidence in the future of BP has also risen to 64% in 2016 (2015 58%, 2014 63%), with solid improvements in pride in working for BP and trust in management. However, scores related to career opportunities, reward and recognition are not as high as we would like them to be and we will review actions to address these areas in 2017.
We were pleased to be named one of the best places to work in the UK at the Glassdoor Employees’ Choice Awards 2017.
We offer a competitive reward package, based on what our employees deliver and how they demonstrate behaviour that reflects our values. All employees must set priorities regarding their contribution to safety, compliance and risk management.
We link the remuneration of our executive team to strategy and performance. The structure reflects the long-term nature of our business and the significance of safety and environmental risks. Performance measures for pay related to safety and operational risk include recordable injury frequency, tier 1 process safety events and loss of primary containment.
See information on how we reward our board of directors.
Diversity and inclusion
Our goal is to create an environment of inclusion and acceptance, where everyone is treated equally and without discrimination.
To help foster an inclusive environment, employees have established resource groups in areas including gender, sexual orientation, parenting, disability and ethnicity. BP retained its position as the UK’s top energy company in the annual Stonewall Workplace Equality Index in 2016.
Our gender balance is steadily improving, with women representing 33% of BP’s population and 22% of group leaders - our most senior managers - at the end of 2016. Our aim is for women to represent at least 25% of group leaders by 2020.
BP employees by gender (% women)
Following the retirement of our executive vice president of corporate business activities in 2016, we are considering how best to increase female representation at executive level.
At the end of 2016, there were three female directors (2015 3, 2014 2) on our board of 14. Our nomination committee remains mindful of diversity when considering potential candidates.
We are committed to increasing the national diversity of our workforce to reflect the countries in which we operate. A total of 26% of our group leaders came from countries other than the UK and the US in 2016 (2015 23%, 2014 22%).
Read about our approach to local workforce development.