Helmut Schuster Group HR Director. People Capability

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Kevin McBride
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1 Helmut Schuster Group HR Director People Capability

2 Contents 1. Context 2. BP s Integrated People Framework 3. Our areas of focus: Hire Develop Deploy Performance Manage & Reward Engage 4. Safety Operational Risk Critical Roles (example)

3 Context Capability underpins the successful delivery of our 10-point plan Increasing demand for STEM 1 skills outside the oil & gas sector Comparison of projected labour: demand and supply in developed countries 2020, million workers Significant geographical dislocation between the supply and demand of graduate talent University: high skills Million workers -16 to -18 Some competitors have concerns about organisational capability limiting growth 4 Medium to Low skills to +35 A systematic approach to capability building is the best way to turn this risk into an opportunity Primary Skills Demand Supply Gap 1) Science, Technology, Engineering and Mathematics 2) Source: The world at work: Jobs, pay, and skills for 3.5 billion people, McKinsey

4 Systematic management of our people People capability systematically managed through BP s Integrated People Framework Hire BP s People Priorities focus on integrating the key elements of effective people management Engage Develop Hire: attracting and hiring the best global talent Develop: realising the potential of our people Performance Manage / Reward BP s Integrated People Framework Deploy Building enduring capability Deploy: diverse succession planning Performance Manage / Reward: embedding our values & behaviours Engage: creating an inclusive culture

Hire Attracting and hiring the best global talent Deepening expertise: Graduate hiring: BP is transitioning to a

half of our 2013 demand plan will come from MOW countries Received more than 7,000 applications for 244 graduate

5 Hire Attracting and hiring the best global talent Deepening expertise: Graduate hiring: BP is transitioning to a build model to grow more talent from within ,000+ Extensive hiring since 2009 (avg. 9,000 hires p.a.) Targeted hiring on key disciplines from leading companies Increased graduate hiring by 48% since 2009, almost half of our 2013 demand plan will come from MOW countries Received more than 7,000 applications for 244 graduate places in the UK alone MOW Demand 2014 & beyond Our strategic university partnerships are key to accessing future global talent Source: BP Global People Data

Develop Average range of annual spend building

leadership skills across BP Building world-class

through our academies and institutes We provide Global

regions, in 10 languages A single Global Learning

architecture Traditional Model Average Time to Sr.

Leading Managers Leading a Function or Business 5 10

6 Develop Average range of annual spend building capability is between $500m - $1bn Building core leadership skills across BP Building world-class technical capability We deliver world-class learning through our academies and institutes We provide Global Leadership Development in 74 countries, across 8 regions, in 10 languages A single Global Learning Management System will underpin our learning architecture Traditional Model Average Time to Sr. Engineer New Joiner Leading Self Leading Others Leading Managers Leading a Function or Business Years Building deep functional expertise early in an employee s career and developing commercial acumen 20

Deploy Integrated and diverse succession plans to grow our business and retain our people Annual Board-level discussion on senior executive succession Annual CEO talent reviews to health check

7 Deploy Integrated and diverse succession plans to grow our business and retain our people Annual Board-level discussion on senior executive succession Annual CEO talent reviews to health check succession of top 550 roles Emphasis on quality and diversity of our talent pipeline Distribution of current expat assignments (by purpose) 2.6% 9.7% 10.8% 8.9% Career development Significant investment in integrated systems to improve performance and skill allocations Improved allocation of critical skills through the Upstream divisional structure Expatriation is key to developing global talent Critical skills Key positions Other 68.0% Distribution of critical skills Tech transfer Career development

performance balances near and long-term performance goals Reward Annual cash bonuses are based on: 1/3 Group performance 1/3 Entity

8 Performance Manage & Reward Performance and reward based on our values and behaviours in the short and long-term Performance Manage A single process has been implemented to measure employees annual performance on both what they deliver and how they deliver it Individual performance balances near and long-term performance goals Reward Annual cash bonuses are based on: 1/3 Group performance 1/3 Entity performance 1/3 Individual performance One equity plan has been extended further down into the organisation and is linked to sustained performance

9 Engage Managing diversity & inclusion in a more holistic and sustainable way across BP Employee engagement Our employee survey monitors employee engagement and identifies areas of improvement In 2011 employee engagement aggregated score reached pre-macondo levels We continue to embed our values & behaviours across the Group Diversity & Inclusion: Top 500 Leaders Gender Ambition 30.0% Actual Female % 25.0% Projected Female % 20.5% 20.0% 15.9% 14.0% 10.0% Through living our values we create an inclusive culture 0.0% Safety Respect Excellence Courage One Team We work to attract, motivate, develop and retain a workforce reflecting the diversity of our operations

Safety Operational Risk Critical Roles BP s Integrated People Framework

c.50% of roles hired externally Develop: S&OR capability programme will

critical roles will be assessed against globally consistent competency

behavioural expectations have been set with operating leaders Engage:

10 Safety Operational Risk Critical Roles BP s Integrated People Framework in action: Hire: Significant progress on staffing the S&OR function with c.50% of roles hired externally Develop: S&OR capability programme will enhance the ability of operating leaders Deploy: People in safety critical roles will be assessed against globally consistent competency profiles Performance Manage / Reward: Specific safety objectives and behavioural expectations have been set with operating leaders Engage: S&OR leadership focus on employee engagement and act as an independent observer in the field

11 Key messages The challenge will be to find the right capabilities, but the opportunity is for BP to become a truly global employer of preference We have started to apply the same rigour to capability reporting as we do to financial reporting Globalising and modernising capability management will be key to finding the right talent Creating an inclusive environment in which global, diverse talent can flourish is a necessity We are focused on fulfilling and developing BP s most important resource our people

BP s UK gender pay gap in 2017

BP s gender pay gap in 2017 BP s UK gender pay gap in 2017 Building a diverse BP where every employee is valued is one of the ways we ll succeed together. Bob Dudley, Group chief executive At BP, we work