BP 2014 Annual Report Download - page 49

committee discussed longer-term people priorities; reward; progress in
our diversity and inclusion programme; recruitment priorities including
graduate recruitment and improvements to our learning and
development programmes.
Attracting and retaining our people
The complex projects we work on require a wide range of specialist skills
– from the capability to explore for new sources of energy through to
transporting and distributing hydrocarbons safely across the world. We
have a bias towards building capability and promoting from within the
organization. Where necessary, we complement this with selective
external recruitment. In 2014, 84% of new senior leaders were recruited
from within the organization.
A total of 670 graduates joined BP in 2014. We target the fields of science,
technology, engineering and maths and run initiatives and awareness days
at universities and colleges. We also run ‘future leader’ programmes to
recruit post-graduates. In 2014, 37% of our graduate intake were women
and 50% were from outside the UK and US.
We conduct external assessments for people entering senior managerial
roles to help achieve rigour and objectivity in our hiring and talent
processes. These provide an in-depth analysis of leadership behaviour and
whether candidates have the necessary experience and skills for the role.
Building enduring capability
Our development opportunities help to build the diverse skills and
expertise that we need. We provide a range of opportunities for our
employees, with an increased focus on on-the-job learning. This can
include mentoring, team development days, workshops, seminars, online
learning and international assignments.
A career transition is a critical moment in an employee’s professional
growth. We have moved towards prioritizing learning at these points, for
example, for those joining BP or moving into a new level of management.
We also offer in-role development that covers a range of levels and
subject areas, from effective planning to inclusive leadership and change
management. Employees from 51 countries attended leadership training,
delivered in six different languages in 2014.
Through our internal academies, we provide leading technical, functional,
compliance and leadership learning opportunities. In 2014, we launched
five academies including the ‘operating management system (OMS)
academy’ that provides training to operations personnel on implementing
and applying OMS.
Diversity
As a global business, we aim for a workforce representative of the
societies in which we operate.
We have set out our ambitions for diversity and our group people
committee reviews performance on a quarterly basis. We aim for women
to represent at least 25% of our group leaders – the most senior
managers of our businesses and functions – by 2020. We continue to
support the UK government’s review of gender diversity on boards,
undertaken by Lord Davies in 2011. Currently we have two women on our
board. We are actively seeking qualified candidates and remain committed
to Lord Davies’ goal of a quarter of our board to be female by the end of
2015. For more information on our board composition see page 58.
Workforce by gender
Numbers as at 31 December Male Female Female %
Board directors 12 2 14
Group leaders 426 95 18
Subsidiary directors 776 125 14
All employees 58,700 25,800 31
At the end of 2014, 22% of our group leaders came from countries other
than the UK and the US, compared with 14% in 2000. We have continued
to increase the number of local leaders and employees in our operations
so that they reflect the communities in which we operate. This is
monitored at a local, business and national level.
Inclusion
Our goal is to create an environment of inclusion and acceptance. For our
employees to be motivated and to perform to their full potential, and for
the business to thrive, our people need to be treated with respect and
dignity and without discrimination.
We aim to ensure equal opportunity in recruitment, career development,
promotion, training and reward for all employees regardless of race,
colour, national origin, religion, gender, age, sexual orientation, gender
identity, marital status, disability, or any other characteristic protected by
applicable laws. Where existing employees become disabled, our policy is
to provide continuing employment and training wherever possible.
Employee engagement
Executive team members hold regular meetings and webcasts with
employees around the world. Team and one-to-one meetings are
complemented by formal processes through works councils in parts of
Europe. We seek to maintain constructive relationships with labour
unions.
Each year, we conduct a survey to gather employees’ views on a wide
range of business topics and to identify areas where we can improve.
Approximately 38,000 people in 70 countries completed our 2014 survey.
We measure employee engagement with our strategic priorities using
questions about perceptions of BP and how it is managed in terms of
leadership and standards. This measure remained stable in 2014 at 72%
(2013 72%, 2012 71%).
Business leadership teams review the results of the survey and agree
actions to address focus areas. The 2014 survey found that employees
remain clear about the safety procedures, standards and requirements
that apply to them and that pride in working at BP has increased steadily
since 2011. Understanding and support of BP’s strategy is strong at senior
levels, but needs further communication and engagement across the
organization – this is a focus area for 2015. Scores related to development
and career opportunities have fallen slightly compared to 2013. We have
been making changes to how we deliver learning and manage talent and
we expect to see benefits in the longer term.
Share ownership
We encourage employee share ownership. For example, through our
ShareMatch plan, which operates in more than 50 countries, we match
BP shares purchased by our employees. We operate a single group-wide
equity plan which allows employee participation at different levels globally
and is linked to the company’s performance.
The BP code of conduct
Our code of conduct is based on our values and clarifies the principles and
expectations for everyone who works at BP. It applies to all employees,
officers and members of the board.
Employees, contractors or other third parties who have a question about
our code of conduct or see something they feel to be unsafe, unethical or
potentially harmful can get help through OpenTalk, a confidential helpline
operated by an independent company.
In 2014 1,114 people contacted OpenTalk with concerns or enquiries (2013
1,121, 2012 1,295). The most common concerns related to the people
section of the code. This includes treating people fairly, with dignity and
giving everyone equal opportunity; creating a respectful, harassment-free
workplace; and protecting privacy and confidentiality.
We take steps to identify and correct areas of non-conformance and take
disciplinary action where appropriate. In 2014, our businesses dismissed
157 employees for non-conformance with our code of conduct or unethical
behaviour (2013 113). This excludes dismissals of staff employed at our
retail service stations for incidents such as thefts of small amounts of
money. We have enhanced our human resources processes, resulting in
improved identification and recording of code-related dismissals.
Policy on political activity
We do not use BP funds or resources to support any political candidate or
party. Employees’ rights to participate in political activity are governed by
the applicable laws in the countries in which we operate. For example, in
the US, BP provides administrative support to the BP employee political
action committee to facilitate employee involvement and to assess
whether contributions comply with the law and satisfy all necessary
reporting requirements.
★ Defined on page 252. BP Annual Report and Form 20-F 2014
Strategic report
45