BP 2013 Annual Report Download - page 51

Strategic report
BP Annual Report and Form 20-F 2013 47
Employees
BP seeks employees who have the right skills for their roles
and who understand and embody the values and expected
behaviours that guide everything we do as a group.
• Our values and code of conduct define the expected qualities and
actions of all our people.
• We aim for a workforce that is engaged and that is representative of
the societies where we operate.
• We aim to develop the skills we need from within our existing
workforce and complement this with targeted external recruitment.
BP headcount
Number of employees at 31 Decembera US Non-US Total
2013
Upstream 9,300 15,400 24,700
Downstream 8,300 39,700 48,000
Other businesses and corporate 1,900 9,200 11,100
Gulf Coast Restoration Organization 100 –100
19,600 64,300 83,900
2012
Upstream 9,500 14,700 24,200
Downstream 11,900 39,900 51,800
Other businesses and corporate 1,900 8,400 10,300
Gulf Coast Restoration Organization 100 –100
23,400 63,000 86,400
2011
Upstream 8,900 13,500 22,400
Downstream 12,000 39,500 51,500
Other businesses and corporate 1,900 8,200 10,100
Gulf Coast Restoration Organization 100 –100
22,900 61,200 84,100
a Reported to the nearest 100.
As at the end of December 2013, we had 83,900 employees. This includes
14,100 service station staff and 4,300 agricultural, operational and seasonal
workers in Brazil. The numbers for 2011 and 2012 have been restated
following the adoption of IFRS 11, see Financial statements – Note 1 for
further information.
During 2013, 4,300 people left BP through divestments, while there was
an increase in seasonal workers in our biofuels business – resulting in an
overall headcount decrease of 3% from 2012.
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 are 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
We are focused on protecting 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.
The group people committee, chaired by the group chief executive, has
overall responsibility for key policy decisions relating to employees. The
committee is responsible for governance of BP’s people management
processes. The 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 in 2013.
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. We want to develop the
skills we need from within our existing workforce and we complement
this with targeted external recruitment.
To address increasing demand for skilled people across the globe, 44% of
our graduate recruitment came from universities outside the UK and US in
2013. 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 achieve 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
being considered.
Building enduring capability
We provide development opportunities for all our employees, including
international assignments, mentoring, team development days,
workshops, seminars and online learning.
We continue to work to embed appropriate leadership skills throughout
our organization. By 2013 our group-wide suite of leadership development
programmes had been attended by employees from 32 countries and
were conducted in six different languages.
We provide leading education opportunities for our people through our
internal academies and institutes that deliver leadership development,
technical learning and compliance programmes.
Diversity
We are a global company and aim for a workforce that is 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 25% of
our group leaders – the most senior managers of our businesses and
functions – to be women by 2020.
Workforce by gender
Numbers as at 31 December Male Female Female %
Board directors 12 214
Group leaders 477 105 18
Subsidiary directors 494 107 18
All employees 58,500 25,400 30
At the end of 2013, 22% of our group leaders came from countries other
than the UK and the US. We continue to increase the number of local
leaders and employees in our operations so that they reflect the
communities in which we operate and this is monitored at a local,
business or national level.
We support the UK government-commissioned Lord Davies review which
recommends increasing gender diversity on the boards of listed
companies. See page 70 for information on our board composition.
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.
Safety
Respect
Excellence
Courage
One Team
Our values