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Our people and ethics

Our people are our biggest asset, so we are creating an environment where everyone feels valued and able to contribute their unique skills and perspectives
Q. Why is creating an inclusive workplace important for BP?
 

A. “Put simply, it generates value and is about respect. My family came from a small town in Mexico. When we moved to the US I could not speak the language but my teachers saw something in me and helped steer me towards maths. My love of engineering came from people valuing what I could do and seeing my potential. Today I lead engineering for our upstream assets and I make it a priority to create a culture where everyone’s contributions are heard and valued. People who feel included have a sense of belonging and contribute – this generates immense value for the team and the business.”

 

Aleida Rios, head of engineering, upstream, BP

Aleida Rios, head of engineering, upstream, BP

We want to build teams that reflect the communities we serve.

 

Research shows that diverse, inclusive groups make better, faster decisions and that diversity of thought inspires greater innovation and productivity. Creating this environment starts with our recruitment process and is driven by our people.

 

Leaders are vital in instilling an inclusive culture and reinforcing our values of safety, respect, excellence, courage and one team. In 2018, our employment engagement survey showed that 79% of respondents felt that leaders in their part of the business were demonstrating our values.

 

Our employee-run business resource groups in areas such as ethnicity, gender, sexual orientation, parenting and disability are a way of bringing employees together. Each group is sponsored by a senior executive. These groups support our recruitment programmes and provide valuable input to our policies.

 

We made progress in a number of important areas in 2018:

 

  • We launched our gender transition guidelines to support employees who are transitioning, or helping someone who is.
  • We use a tool called Textio, which assesses the way in which job descriptions appeal to different audiences. It highlights words or phrases in advertisements and job descriptions that are perceived as gender biased and helps create more balanced role descriptions.
  • We worked with MyPlus, a disability consultancy to increase our understanding of the needs of disabled candidates in our application and hiring processes.
  • We received recognition as a best place to work for lesbian, gay, bisexual, transgender and queer equality in the Human Rights Campaign’s Corporate Equality Index in 2018.

 

Ethnicity

As a global business we are committed to increasing the national diversity of our workforce to reflect the countries in which we operate.

 

In the US we have set goals to improve minority representation. Our aim is to have ethnic minorities represent 20% of our group leaders and 30% of our employees by 2025, up from 17% and 26% in 2018. Our recruitment, development, advancement and inclusion programmes underpin these goals. For example, we sponsor the Executive Leadership Council’s Institute for Leadership Development and Research, which supports mid-career high potential African American employees.

 

In the UK, we were named one of the Top 10 Outstanding Employers in the 2018 Investing in Ethnicity Awards and we were also included in Business in the Community’s Best Employers for Race listing.