BP, INC
BP's Home PagesHRC Corporate Equality Index Score: 100
About Us
BP is one of the world's largest energy companies, providing its customers with fuel for transportation, energy for heat and light, retail services and petrochemicals products for everyday items
For further information, please see the Annual Report and Accounts 2009
Facts and figures:
| Sales and other operating revenues 1 | $239 billion (year 2009) |
| Replacement cost profit 2 | $14.0 billion (year 2009) |
| Number of employees | 80,300 (at 31 Dec 2009) |
| Proved reserves3 | 18.3 billion barrels of oil equivalent |
| Service stations4 | 22400 |
| Exploration and production | Active in 30 countries |
| Refineries (wholly or partly owned) | 16 |
| Refining throughput | 2.3 million barrels per day (year 2009) |
For further information, please see the Annual Report and Accounts 2009
Culture
History of BP
People profiles
To BP, the most important form of energy comes from the people who work with us. They help us push the frontiers, succeed and make a difference.
Working at BP
At BP you can expect professional challenges and consistent support. It’s a combination that encourages growth, progress and long term career opportunities.
Diversity
Diversity and inclusion
Diversity and inclusion is an important part of our business strategy at BP. We recognize that significant value is created when our workforce and our business relationships are with people who reflect the communities in which we operate. We believe people perform at their best when they feel they are valued, engaged and their views are taken into account
We therefore aim to create an engaging and inclusive culture at BP by seeking feedback from employees through surveys and promoting a diverse, inclusive and meritocratic workforce which is representative of the societies in which we work. We continue to review our practices and procedures to ensure they promote inclusion.
Equality of opportunity
We aim to create an engaging and inclusive working environment where people from all backgrounds have the same opportunity to make a contribution and advance on merit.We make a priority of equal opportunity and diversity & inclusion (D&I) in our human resources (HR) processes. For example, we produce a series of D&I documents to help HR managers think through the D&I implications of each process.
Organizing to promote inclusion
BP has set up a series of bodies which aim to ensure that the principles of D&I are practised across the group, and as such we have set up global and business specific D&I councils. This council is chaired by the group chief executive and includes the heads of both major business segments as well as a number of other senior leaders. We also established segment councils and a North America regional council. These councils clearly demonstrate the commitment given to diversity in BP. Their remit is to agree group and segment principles and to hold the local businesses accountable for developing and delivering D&I goals.What our people say
In 2008 we combined our biannual employee satisfaction survey with a more frequent pulse survey that tracks employees’ responses to the organisation changes announced as part of the forward agenda programme in late 2007.The survey ran for five weeks in August and September and sampled all non-retail employees using online and paper questionnaires in 12 languages.
Overall, results showed that the employee satisfaction index score, at 59%, has fallen by 7% (compared with the last equivalent employee survey in 2006). High scores were recorded in areas such as the supervisor/line manager relationship, creating an environment where people from diverse backgrounds can succeed and perceptions of BP’s societal performance. Scores for the opportunity to develop skills also increased on the 2006 survey. The wider findings of the survey also indicated that BP’s focus on safety over the past few years has been embedding a stronger safety culture.
The areas where scores had declined were around employee recognition, financial reward and certain aspects of management. Such responses were not unexpected given the stage of corporate transformation inside BP and the uncertainties in the external economic environment that were beginning to emerge in 2008.
The results of the surveys were reviewed by the executive team, the board and business leadership teams, and action plans to tackle both local and broader issues have been developed for 2009 across the organization.
Attestation
The information on this page forms part of the information reviewed and reported on by Ernst & Young as part of BP's 2008 sustainability reporting.Careers
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Working at BP
At BP you can expect professional challenges and consistent support. It’s a combination that encourages growth, progress and long term career opportunities.
