Improving people’s lives
Improving people’s lives
Our aim is to support our employees and local communities through the energy transition.
We plan to deliver this by:
- Equipping employees with skills that can improve their access to opportunities in the energy transition.
- Developing targeted just transition plansa for select assets or regions, that help manage potential impacts on and opportunities for people as we transition.
- Fostering an inclusive culture and a workforce that reflects the communities where we work.
Just transition
We recognize the importance of a just energy transition that delivers decent work and quality jobs, and supports the livelihoods of local communities.
We are currently defining how to develop targeted just transition plans as part of our aim. We aim to identify assets or regions where we can work effectively to address the needs and create opportunities for people as the energy transition progresses.
We are also collaborating with other businesses and civil society organizations on just transition initiatives.
For our employees – we are investing in developing our employees around the world, to help build skills and capabilities that are relevant to the energy transition and will help deliver our strategy. Our sustainability-related training supports our three focus areas – getting to net zero, improving people’s live and caring for our planet. It is also informed by our intention to equip employees with skills and capabilities relevant to our strategy and the energy transition.
For local communities – In 2025 our activities in support of a just transition for local communities included:
- Working in partnership with the Community Climate Fund run by Business in the Community. The Fund brings together businesses, the public sector and communities to accelerate a just transition. We are supporting projects in several locations in the UK including in Tees Valley.
- Collaborating with Aberdeen City Council, Barclays, Shell UK, and SSE to explore how we can collectively support a just energy transition for local communities and workers in the region.
Building an inclusive culture
To deliver our strategy we believe we must capitalize on the diverse experiences, perspectives and skills of a workforce that represents the communities in which we operate.
Where legally permitted to do so, we encourage all employees, including new joiners, to voluntarily share personal demographic information through our self-ID survey. We review employee data regularly to improve our understanding and highlight areas for improvement.
Selection decisions such as hiring, promotions and terminations are based on merit.
To promote an inclusive culture, we support 13 employee-run business resource groups (BRGs) including those focused on social mobility, age diversity, gender, ethnicity and disability. Open to all employees, they give voice to a breadth of employee perspectives and help build community at bp.
Inclusion in 2025
For our employees – we continued our work to build our inclusive culture and support the development of our workforce. For example:
- In India we created a women’s network and an India diversity & inclusion council, rolled out gender-inclusive benefits, including non-birth parent and adoption leave, and introduced a local policy on the prevention of sexual harassment.
- Through a pilot study, Diversity@Sea, we worked with 11 other companies to find ways to improve gender balance, inclusivity and working and living conditions for shipping crews.
- In Australia the bp First Nations business resource group set up an advisory group to provide guidance on inclusion across bp Australia and will play a key role in the 2026 update of our Reconciliation Action Plan.
Footnotes:
a We will work to develop just transition plans with input from potentially affected stakeholders to help manage social risks and opportunities.
