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Stakeholder engagement

As a large global business, we want to create value for individuals, communities and organizations affected by or involved in our activities. To do this, we engage with stakeholders to listen to, understand and respond to their needs

This stakeholder engagement activity happens in many different ways and at different levels across bp, from the board through to local community liaison officers. These are just some of the ways we’ve engaged in 2019.


We work to attract, develop and retain exceptionaltalent, equipped with the right skills for thefuture. Our people have a crucial role in deliveringour purpose to reimagine energy for people andour planet.



bp employees

  • Town halls, webcasts and employee network events: regular opportunities to engage with leaders and subject experts on key topics and events.
  • Pulse survey: employee feedback gathered through our annual survey. The survey had the highest completion rate in its 13-year history, at 72% in 2019. We use the survey’s employee engagement score as a key performance indicator for the group.
  • Employee awards: we recognize employees’ contribution to the BP values through our Helios awards programme. In 2019 more than 800 entries were submitted. In 2019, we introduced a new ‘advancing low carbon’ category to recognize outstanding contributions to the energy transition. 124 entries were submitted in this category.
  • bp Yammer: employees at all levels and locations share ideas, opinions and support using our internal social media channel. Posts by our chief executive officer, Bernard Looney, generate around 10,000 staff engagements each month.

Our broad customer base spans industries, businesses and end consumers of our products and services. We work closely with our customers to understand their evolving needs so we can improve and adapt to meet them.



retail customers served every day

  • Original equipment manufacturer collaborations: we work closely with car manufacturers to co-engineer advanced lubricants and fuels of the future, while improving the performance and efficiency of cars, trucks and transmissions already in the market.
  • Customer events: we hold regular face-to-face events with business-to-business customers. In Perth, Australia, our customer breakfast event brought government, civil, transport and fleet sector customers together to share insights and discuss the energy transition and bp’s role in it.

Our investor proposition is to grow sustainable free cash flow and distributions to shareholders over the long term. We rely on the support of our investors, analysts and proxy voting agencies; our engagement covers global investment centres, where we share updates on our strategic progress and our financial and non-financial plans.



total dividends distributed to bp shareholders in 2019

  • Annual engagement plan: we facilitate meetings between the board, senior management, investor relations and institutional shareholders and the broader investment community. Our engagement includes company presentations and field trips, senior executive investor roadshows and meetings, and banking and industry conferences.
  • Annual general meeting: shareholders are invited to meet the BP board at our AGM. The 2019 AGM in Aberdeen was Helge Lund’s first as chairman of the board.
  • Environmental, social and governance (ESG) engagement: we engage frequently with our investors on ESG issues. This includes one-to-one conversations, participation at external events and group meetings, including with Climate Action 100+ representatives, who requisitioned a special resolution on climate change disclosures at the 2019 BP AGM.

We depend on the capability and performance of our suppliers, contractors and other partners, such as small businesses, industry peers and academia, to help deliver the products and services we need for our operations and our customers.



invested in research and development

  • Industry events: we shared research and knowledge from an independent report on the future of transport, commissioned by bp, called ‘On the Move’. We held a launch event for the report in London with industry stakeholders.
  • Industry memberships: we joined the Hydrogen Council, a global initiative of leading energy, transport and industry companies with the long-term ambition for hydrogen to support the energy transition.
  • Industry groups: we joined the Collaboratory to Advance Methane Science, an industry-led group helping the oil and gas sector find the most effective strategies for cutting methane emissions.
  • Supplier workshops: we held an executive-level workshop for employees from bp and a new major maintenance services contractor at our Kwinana refinery. Focused on safety, reliability and efficiency, the event set the ground rules and ongoing objectives for the partnership.
  • University collaborations: we participated in a multi-disciplinary, multi-national workshop with academics and energy experts, to explore opportunities for accelerating low carbon energy pathways at the Clean Energy Research and Education Center at Tsinghua University in China.
  • Oil and Gas Climate Initiative (OGCI): we participate in this CEO-led initiative, which aims to drive the industry response to climate change. In 2019 OGCI launched KickStarter to help unlock large-scale investment in carbon capture, use and storage, a crucial tool to achieve net zero emissions. It also announced a number of low carbon investments in start-up companies.
Society (including communities and NGOs)

We consult with stakeholders and NGOs to gain valuable perspectives on the ways in which our activities could impact the local community or environment.



committed to social investment in 2019

  • Energy awareness workshops: we launched a series of workshops in Senegal with the National Institute for Oil and Gas, as part of our work to build local capacity. The programme aims to train more than 2,000 participants in Dakar and 1,000 in St. Louis over a one-year period.
  • Social investment: in Oman we’ve invested $13.3 million across 70 initiatives to support the socio-economic development of young people and entrepreneurs in the local communities where we operate. This included working with NGOs and other businesses to deliver workshops with students and teachers on a variety of digital technologies, such as 3D printing.
  • Biodiversity: we engaged NGOs and other businesses on the role of the private sector in the development of the UN Post-2020 Global Biodiversity Framework.
Government and regulators

We aim to help countries around the world grow their domestic energy supplies and boost energy security. This in turn creates jobs and generates revenues for governments. We aim to maintain dialogue with governments at every stage of our presence in a country and engage in policy debates that are of concern to us and the locations in which we operate.



paid in income and production taxes to governments in 2019

  • Economic impact reports:?we aim to quantify the impact of our business activity to the UK and US economies through the publication of our economic impact reports.
  • Government events: we hosted a group of UK members of parliament at our Pangbourne technology centre to showcase innovations in clean transport fuels and lubricants.
  • Lobbying government: we have lobbied in Washington DC concerning the rollback of methane regulations.
  • Extractive Industries Transparency Initiative: we participate at the initiative’s international board level in order to support good governance in the extractive industries and, through multi-stakeholder groups in a number of countries, effectively help to manage EITI at national level.