webinar mercado laboral actual y tendencias del mercado futuro

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WEBINAR:

MERCADO LABORAL ACTUAL Y TENDENCIAS DEL MERCADO FUTURO Juan Manuel Delgado, HR Advisor Lead / Talent&Development Manager BP OIL Spain&Portugal en BP OIL José Díaz Canseco, Socio- Director de The Human Touch y profesor de EAE Business School.

Online Business School

17 de octubre de 2013

“Mercado laboral actual y tendencias del mercado

futuro”

Madrid, 17 de octubre de 2013

Mercado laboral actual y tendencias de futuro


Lo que cuestan los “ni-nis”: 15.735 millones € al año (1,47% PIB)


Salidas de talento.


En los próximos años dos factores serán los determinantes para

el crecimiento de las empresas: la innovación y el talento.


* 2012 BCG/WFPMA


Los costes salariales y

logísticos de los países

emergentes provocan el regreso

de diversas industrias

nacionales y extranjeras que

habían abandonado España en

busca de mayor competitividad.

Innovación y el Talento

BP & TALENT MANAGEMENT

Juan Manuel Delgado

10/17/2013

For more than 100 years, BP has been discovering energy…

` • We are BP

• Organization

• Focus on Refining & Marketing

• Future of Energy

• BP Moving forwards

23

Our Values

24

BP at a glance

4

BP is one of the world's leading international oil and gas companies. We operate

or market our products in more that 80 countries, providing our customers with

fuel for transportation, energy for heat and light, retail services and

petrochemicals products for everyday items.

Number of employees 85,900 (at 31 Dec 2012)

Sales and other operating revenues $375,765 million

Replacement cost profit $11.4 billion

Proved reserves 17,000 million barrels of oil equivalent

Service stations 20,700 (at 31 Dec 2012)

Refining and Marketing Active in 73 countries

Exploration and Production Active in over 30 countries

Refineries (wholly or partly owned) 17

Refining throughput 2,354 thousand barrels per day

BP & Brands

4

Our operations and our people

27

Integrated model

Finding oil

and gas 1

2 Developing

and extracting

oil and gas 3 Moving

oil and gas

4 Making fuels

and products 5 Selling fuels

and products

6 Investing in

renewable energy

28

The Refining & Marketing Segment BP’s product & service-led arm

R&M’s strategy is winning sustainably in the fuels, lubricants and petrochemicals markets in which

we choose to compete by building sustainable competitive returns and enduring growth.

Refining & blending Storage Distribution Sales & Marketing

We will achieve our strategy by delivering the 5 R&M priorities and working in a way that lives

the BP Values and Behaviours of Safety, Respect, Excellence, Courage and One Team.

Efficient use of

resources &

excellent

execution

Operating cash flow

growth & attractive returns

Portfolio quality

(cash margin

capability) &

integration

Build capability &

live Values &

Behaviours

Safe, compliant &

risk-managed

operations

29

R&M operates three business models

Fuels

Integrated refining, marketing, logistics, supply,

optimization and trading linked to global markets

Lubricants

High growth, high return global business

leveraging brand, technology and relationships

Petrochemicals

High growth, high returns with leading technology

– Asia focused with strong global market shares

30

Australia/New Zealand

Fuels Value Chain

US Northwest Fuels

Value Chain

US East of Rockies

Fuels Value Chain

Southern Africa

Fuels Value Chain

Rhine Fuels

Value Chain

Iberia Fuels

Value Chain Texas City

Refinery

SAM Fuels

R&M: 12 Performance Units operating across 73 countries

3 Business Models in R&M

• Lubricants

• Petrochemicals

• Fuels** ** includes Global Fuels SPU, Refining, trading and optimization and the Fuels Value Chain SPUs. See slide notes for more details)

Petrochemicals sites

PTA sites

Acetyls sites

PX sites

O&D

Refineries

BP

JV

US Southwest

Fuels Value Chain

31

Four key drivers of the energy future

Demand

growth

• GDP growth

• Urbanisation

• Demand mgmt.

Security

of supply

• Import dependence

• Resource competition Environmental

constraints

• Local pollution

• Climate change

Supply

challenges

• Significant resources

• Infrastructure

• Non-conventionals

32

Non-OECD economies to drive consumption growth

14

OECD

Non-OECD

Billion toe Billion toe

*Includes biofuels

PROCESSES / Questions

1

OUTCOMES

Key -

High potential / promotion headroom

Further growth initially in role or laterally

Reached full potential

Move out of position Diverse

Too early to call or no data In role > 2 years

Vacant position Include date incumbent is expected to move

Emergency

Ready 0-2 yrs

Ready 3-5 yrs

Ready 5+ yrs

Role

Name

(Date) (Date) (Date) (Date) (Date) (Date) (Date)

Role

Name

Role

Name

Role

Name

Role

Name Name

Role

Name

Role

Name

SPU Leader

Name

Name Name Name

Name

Role

Name Name Name Name Name

Name Name Name Name Name Name Name

NameName NameName Name Name Name Name

Name Name Name Name Name Name Name Name

UNREALISED POTENTIAL GROWTH NEXT GENERATION

UNDER ACHIEVING KEY HIGH IMPACT

UNDER PERFORMING EFFECTIVE HIGHLY VALUED

Below Expectations Meets Expectations Exc. Expectations Exceptional

Key

Exceptional performance CONFIDENTIAL

In Year Performance

Po

ten

tial

Hig

h U

pw

ard

s P

ote

nti

al

(+2

le

ve

ls)

Po

ten

tia

l fo

r g

row

th

(+1

le

ve

l)D

ev

elo

p a

t cu

rre

nt

lev

el

1

2

3

4

5

6

7

8

9

SPA / Accountability

4CONFIDENTIAL – BP INTERNAL USE ONLY

Draft – for discussion purposes only

LogisticsImmediate Supervisor–Iberia Head of Supply & Logs

Iberia Logistics Operations Manager Level F

Accountabilities

The Iberia Logistics Operations Manager is accountable for storage & handling and secondary transport activities for the Iberia FVC SPU. Its main

goals are to provide a world-class logistics service to the Iberia FVC MS&L through achieving and maintaining high operational integrity,

operational excellence, optimal business processes and effective customer relationships.

This job holds professional expertise in the areas of deployed S&OR, Asset operation, Engineering and Technology incl. IT systems, and in overall

assures permanent compliance of all developed activities with applicable legislation and BP standards, this way ensuring the creation and

maintenance of a Safe, Progressive and Challenging work environment that supports the delivery of Iberia FVC MS&L and other supported

businesses targets and strategies.

Detailed Activities

Manage all aspects of logistics operations within Iberia geography including monitoring of performance as well as continuous analysis and

improvement of key Logistics processes.

Manage Safe Operations as per BP’s HSSE and Group S&OR agenda incl. Operational risk management as per GDP 3.1, ensuring asset

operational integrity and asset security through implementation of adequate BP standards by competent staff

Ensuring and monitoring the maintenance of required capabilities ( incl staff skills and competencies ) across logistics operations in Iberia.

Ensuring and monitoring the application of Engineering and Integrity standards across logistics operations and BP assets in Iberia.

Ensuring Logistics 3rd party contracts are adequately managed across Iberia, including mobilization, execution and monitoring of defined service

levels provision in a cost effective way and in full compliance with BP contractual requirements and applicable standards

Guarantee the delivery of a reliable and consistent service in l ine with business needs – ensuring alignment with supported Businesses in order to

deliver effective ‘order 2 delivery” processes in support of their marketing offers and financial profitability.

Maintain Logistics DOA’s and other internal controls - following BP group stds - required to support business financial and operational targets/plans

Coordinate the interface of Logistics activities in the two countries with FVC and other supported business as well as with functional areas like

S&OR, HSSE, Finance, HR.

Establish and maintain transparent performance management processes enabled by clear data, as well as by innovative ideas to deliver

continuous performance improvements.

Under guidance of Iberia FVC MS&L Strategy, contribute to define Logistics participation and drive its implementation across the Iberia logistics

operations

Develop and contribute towards FVC Strategic Portfolio and Assets optimisation projects, including those driven by acquisitions and / or

divestments, and its implementation within Logistics.

Proactively share best practices – from S&OR, Engineering, Techonology and Processes - across Iberia, from Logistics in Europe networks as well

as from any other internal or external relevant contributions

Manage Logistics leadership team agenda, acting as Coach and Leader within the Iberia Logistics teams.

Health, Safety, Security, Environment & Quality (HSSEQ)

Implement, without exceptions, BP’s Operating Management System, OMS, to ensure all our operations are safe, responsible and reliable with the

clear objective of zero accidents and no arm done to people or environment

Consistently achieve and exceed the highest HSSEQ “Health, Safety, Security, Environment, Quality” standards and comply with all legal

requirements applicable to our organization or that we subscribe.

Time Allocation & Location

Madrid

or Lisbon

Experience

The candidate should have a mminimum

of 5 years experience in Logistics and /or

Fuel Value Chain management

Core Competencies

High HSSE awareness with leadership

skills & coaching experience

Strong analytical skills, and disciplined

compliance to standards

Good commercial skills to drive

performance improvement

Experience / ability to work and behave

federally

Strategic thinker able to challenge the

status quo

Proven ability to lead and deliver

outstanding performance

Strong People Management skills to

attain maximum performance from a

diverse team

Proven Team Leadership skillsSound

Educational background

Education : Technical / Engineering

degree or equivalent work experience

Languages : English, with at least one of

Spanish and Portuguese

50%50%

POSP

Time allocation

Organization

• Do we have the right

organization

• What kind of roles do we

need?

People

• Do we have the right people in

the right place?

• Do they have the competences

that we need in our organization?

• What potential do they have? Do

we have an D&I plan embedded?

• Do we have a plan to make them

reach future positions?

2

3 Internal Development

• What is the right plan for them to

grow?

• How to accelerate this internal

growth?

• How to guarantee they reach

their full potential?

External Recruitment

• What is the best option to

“capture” talent abroad?

• There is a need for the future

or is an immediate

requirement?

4

PROGRAMA

EMERGING LEADERS BP

These pages are designed as pre-set title slides. Cut and paste the desired title

slide into your presentation and type in your own details

Biographical Interview Briefing

Amy Talbert, Head of Resourcing, R&M and C&F

future leaders programme

1CONFIDENTIAL – BP INTERNAL USE ONLY

Draft – for discussion purposes only

Organizational DesignFOM Spain B2C

RTM

Teresa Gomez

Mª Angustias López

Erasmo Nuñez

José Pedro MartínAntonio Gordo

Victor Balas

DISTRICT MANAGERSOUTH & WEST

Jose Ignacio Corpas

RTMÁngel López

José Miguel PascualRicardo UbalsTeresa Losada

Bienvenida FalagueraJosé Antonio Martin

DISTRICT MANAGERCENTER, EAST, NORTH WEST

Laura Peña

RTMJosé Manuel Perez

José Mª BrillasIldefonso BotoAlberto Palao

DISTRICT MANAGERNORTH EAST &

BALEARES Joan Seguí

DISTRICT MANAGER CANARIES & B2C

PROCESS EXPETISEIsabel Ayo

RTMEugenio HernándezJavier Domínguez

B2B REPBeatriz Boris

B2CSUPPORT & PROCESS

EXPERT Nuria Nombela

Portugal Based TBD Spain Based

SENIOR RTMLuis Caño

SENIOR RTMJosé María Siu

RETAIL OPERATIONS MANAGER SPAIN Martin Thomsen

B2CCONTRACT &

REBATES ADMINISTRATOR

Cristina Muñoz

B2CPROCESS

PERFORMANCEIMPROVING &

DOCUMENTING Mar Ortiz

Leadership

Team

Challenge

constantly the

organization,

analyse

alternatives and

define the roles

we need.

Competences and Capabilities

Assessment, 9 Box Grid matrix, PDP,

Succession plan, People sessions, D&I

Update.

Emerging Leaders, CAPS

programmes and development &

training offer.

Graduate Program, Future Leader

Program and External recruitment.

Decide on

Special

Assignments,

integrate and

boost BP

“Talent &

Governance

boards”.

Monitor the

progress.

Manage

relationship with

talented people,

inform about

special programs

and ensure that

development

actions are

defined.

Manage and

safeguard the

talent programs

(Design the

reward model,

propose

training

actions, ...).

Provide

Assessment &

Talent

Management

tools, assist

managers in the

process and

verify the

deployment of

our D&I policy,

Line

Manager

Propose

improvements in

the organization

and updated job

descriptions &

competences

required.

HR

Boost and

Support the

reflection about

BP organization

and preserve

the details of

this information.

Coordinate

authorization of

external

recruitments.

Decide on the

priority, integrate

and boost “Talent

Governance

boards”.

Set business

needs, join

recruitment

panels and

propose final

candidates

according talent

management

requirements.

Keep updated

contact with

strategic

partners

(recruitment

agencies,

business

schools,…) and

coordinate talent

Define and

coordinate with

LT the people

strategy, know

well his/her

team, assess

their

competencies &

skills and

evaluate their

performance &

potential.

Implement the

assessment

process to its

team. Confirm

that people

are right for

each job.

Evaluate its

performance &

potential.

TALENT MANAGEMENT PLAN

Employee

Collaborate with

line managers,

reporting possible

improvements in

the organization

and the content

of their job.

Complete People

processes

(performance),

keep PDP updated

and establish a

direct, honest &

constructive

conversation about

professional carrier

with the managers.

Participate in

definition and

proposal of the

development

plans. Take

advantage of the

different actions

proposed by BP.

Head count control exercise,

Organization reflection, Charts, Job

descriptions,

…and now to the Talent Programmes:

• Iberograduates

• future leaders programme

35

36

Spain & Portugal

Iberograduate Programme

Características del Programa:

El programa está diseñado para reclutar jóvenes profesionales

con talento y favorecer su desarrollo profesional para que se

conviertan en los futuros líderes de BP en España y Portugal.

Son parte esencial del programa las asignaciones en áreas tan

diversas como marketing y refino en BP España y Portugal, la

asunción temprana de responsabilidades y la exposición a

trabajos con un elevado componente de relación con el cliente.

Buscamos:

Jóvenes profesionales que hayan realizado estudios

universitarios de ciclo superior y los hayan completado con un

master en negocio o similares.

Personas con potencial y motivación para desarrollar una

carrera profesional en BP España y Portugal

Experiencia de trabajo de al menos 2 años, preferiblemente en

un entorno internacional.

Nivel avanzado al menos en castellano e inglés. Portugués

deseable.

Ofrecemos:

Apoyo explícito para favorecer un desarrollo profesional a

puestos de liderazgo en BP España y Portugal. Remuneración atractiva y excelentes beneficios sociales.

Seleccionamos jóvenes profesionales con talento

BP Oil España

Si estás interesado, por favor envía tu

solicitud antes del 31 de octubre a través

del portal de empleo de BP en internet.

[email protected]

Ref: Iberograduados 2014

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