BP 2012 Annual Report Download - page 57

Business review: BP in more depth
Business review: BP in more depth
BP Annual Report and Form 20-F 2012
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Employees
To be sustainable as a business, BP needs
employees who have the right skills for their roles
and who understand the values and expected
behaviour that guide everything we do as a group.
t Our values and code of conduct define the expected qualities and
actions of all our people.
t Succession planning is a board-level priority, and we hire and retain the
best people and systematically manage and develop their potential.
t We aim for a workforce that is engaged and that is representative of
the societies where we operate.
7
561
3
2
4
1. Europe 31,600
2. US and Canada 23,800
3. Asia 16,400
4. South and Central America 5,800
5. Middle East, North Africa 5,500
6. Sub-Saharan Africa 2,300
7. Russia 300
BP group headcount by regiona (including service station staff)
Number of employees at 31 DecemberaUS Non-US Total
2012
Upstream 9,500 14,500 24,000
Downstreamb11,900 39,400 51,300
Other businesses and corporate 1,900 8,400 10,300
Gulf Coast Restoration Organization 100 – 100
23,400 62,300 85,700
2011
Upstream 8,900 13,300 22,200
Downstreamb12,000 39,000 51,000
Other businesses and corporate 1,900 8,200 10,100
Gulf Coast Restoration Organization 100 – 100
22,900 60,500 83,400
2010
Upstream 7,900 13,200 21,100
Downstreamb12,400 39,900 52,300
Other businesses and corporate 1,700 4,500 6,200
Gulf Coast Restoration Organization 100 – 100
22,100 57,600 79,700
a Reported to the nearest 100.
b Includes 14,700 (2011 14,600 and 2010 15,200) service station staff, all of whom are non-US.
We had approximately 85,700 employees at 31 December 2012,
compared with approximately 83,400 at the same time in 2011. During
2012 our headcount has increased by about 3%. This is a result of a
focused effort to re-shape the business and strengthen capability.
Our values
Our values of safety, respect, excellence, courage and one team align
explicitly with BP’s code of conduct and translate into the responsible
actions necessary for the work we do every day. Our values represent
the qualities and actions we wish to see in BP, they guide the way we do
business and the decisions we make.
We work with our employees to raise their awareness of our values and
to help them embed the values in all activities. In 2012 we worked on
embedding BP’s values into many of our group-wide systems and
processes, including our recruitment, promotion and development
assessments. See bp.com/values for more information.
People policies
The group people committee, chaired by the group chief executive, has
overall responsibility for key policy decisions relating to employees. In
2012 subjects discussed included longer-term people priorities; quarterly
reviews of progress in our diversity and inclusion programme; the rolling
out and embedding of our revised performance review procedures; and
the continuing development of our learning programmes.
We have a good understanding of our future demand for people and
where they will come from. Building our employees’ capability is a priority,
as is rewarding them in a way that aligns with our goals. We focus on
ensuring the safety of our employees, engaging with them, and increasing
the diversity of our workforce so that it reflects the societies in which
we operate.
Attracting and retaining our people
The increasing demand for energy products and the complexity of our
projects means that attracting and retaining skilled and talented people is
vital to the delivery of our strategy and plans.
In support of this, the group chief executive and each member of the
executive team hold regular review meetings to ensure that appropriate
plans to build capability are in place and that a rigorous and consistent
succession process is followed for all group leadership roles.
To supplement our existing internal capability, we also target experienced
and skilled professionals in the external market and are continuing to
increase our intake of graduates to create a strong internal talent pipeline
for the future. We have tailored training programmes for graduates and
post-graduates to develop BP’s future leaders.
Our graduate development programme currently has around 1,600
participants. To address increasing demands for skilled people outside the
US and UK, more than 40% of 2013’s graduate recruitment is targeted at
universities in growing markets. We invest in universities worldwide to
further develop the quality of our potential recruits.
We conduct external assessments for all new hires into BP at senior levels
and for internal promotions to senior level and group leader level roles.
These assessments help ensure rigour and objectivity in our hiring and
talent processes. They give an in-depth analysis of leadership behaviour,
intellectual capacity and the required experience and skills for the role
in question.
Building enduring capability
We provide development opportunities for all our employees, including
external and on-the-job training, international assignments, mentoring,
team development days, workshops, seminars and online learning. We
encourage all employees to take at least five training days a year.
We continue to work to embed appropriate leadership behaviours
throughout our organization. By 2012 our group-wide suite of
management development programmes, managing essentials, had been
attended by employees from 74 countries, in four regions and in
10 different languages.
We provide world-class education opportunities for our people, partnering
with 19 academies and institutes that deliver technical learning and
development.
Meeting the expectations of our people
We have reviewed our reward strategy, including how the group
incentivizes business performance, with the aim of encouraging
excellence in safety, compliance and operational risk management. In
annual performance reviews all staff are required to set priorities for
themselves in these three areas.
We encourage employee share ownership. For example, through our
ShareMatch plan run in around 50 countries, we match BP shares
purchased by our employees. We have also consolidated our equity plans
into one single company-wide plan, and extended this to more junior
members of staff. The plan is linked to the company’s performance, with
the same measure for everyone.
We aim to treat employees affected by divestments, mergers,
acquisitions and joint ventures fairly and with respect, through open and
regular communication. When divestments do occur, BP seeks the same
or comparable pay and benefits for employees transferring to other
companies.