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Our people

Our people are the most important element of our success. We need a motivated, engaged and diverse workforce to deliver our purpose and put it into action through our sustainability frame
bp employee working in shared office space

Reinventing bp

For more than a century, bp employees have come to work to help solve some of the world’s greatest ‎energy challenges. People want to work for an organization that makes a difference and has a clear ‎purpose; an organization that supports, encourages and empowers them.


We have thousands of engineers, scientists, and other highly skilled people, all with deep technical ‎expertise. We also have increasingly diverse teams enabling us to draw on a range of talents that better ‎reflect the societies we serve.‎


We can take skills from our existing businesses and use them in a reinvented bp or reapply skills gained ‎in one field to another. We realise we do not currently have all the skills we need to fully deliver our ‎strategy. Consequently, we are reskilling our people so they can pursue new career paths and we are ‎hiring individuals from outside our industry with skills and experiences we do not currently possess.‎


Reinventing our leadership team

 

As part of our reinvent process, we have removed an entire layer of ‎management at the top of bp – halving the number of senior leaders from 240 to under 120 and connecting them more ‎closely to their teams. We have also appointed 740 new leaders below senior level.‎

Focusing on our people

We want to offer training and development and clearly defined career pathways to help our employees ‎become more integrated, agile and future focused.


Performance management 

 

We are changing how we enable individuals to deliver high performance, ‎evolving a model of continuous planning and open, transparent, real-time feedback. So, everyone will ‎know what is expected of them and how they are performing. We also intend to better align ‎remuneration with performance and aim to incentivize our global workforce to deliver our aims and ‎mobilize our people to become advocates for net zero.‎


Flexible working

 

Changes to the way we work at bp because of COVID-19, have demonstrated that ‎working flexibly can be effective across many parts of our business and we are introducing some new ‎approaches as a result, including our new bp work/life initiative – a hybrid approach that will see ‎employees combining time spent in and out of the office with a 60/40% split between office and non-‎office working.


Agile working

 

A more agile bp will balance stability and speed, making it easier to adapt to change and ‎move resources at speed to where they are needed most. Looking ahead we expect large parts of the ‎business will be organised in an agile way and to help build an agile mindset and new ways of working ‎we have created an agility portal full of resources, information and training materials.‎

 

Development

 

We make a substantial investment in finding, deploying and developing the most talented and diverse ‎workforce. We need passionate, creative and capable people to help us implement our strategy.‎

 

We work hard to match individuals to the right training opportunities at the right times. And we provide them with a range of development opportunities, combining on-the job-learning, coaching, relationships with mentors, and learning and talent programmes. Our approach focuses on skill clusters that help our people to build deep capability in a range of technical, functional and leadership areas. In 2020 our people collectively completed more than 745,000 training courses with an emphasis on priority areas such as digital, agile and low .


Developing bp leaders

 

We provide a range of leadership development activities, focused on ‎accelerating our critical talent pools and developing diverse leaders with the emotional intelligence, ‎agility, inclusiveness and future focus that we need to achieve our net zero ambitions.‎