Outcomes of Today’s Session • Discover strategies for structuring the Corporate Real Estate (CRE) team to support key organisational outcomes in Talent Management • Understand how CRE can add significant value to the organisation by lifting the burden of utilising the workplace from all staff • Identify technical tools as well as management practices to Talent Management make the workplace more flexible, conducive to productivity Innovation within and facilitated by the CRE Team at BP Australia and easy to use for all staff Nick Trumble, MCR Property & Facilities Manager But first… about BP Australia What is Talent Management? • ~7,000 staff & contractors • Locations • − 2 refineries The anticipation of required human capital the organisation needs at the − 200+ service stations time then setting a plan to meet those needs. • What we do − 35 terminals − Exploration & Production − 70 Air BP locations − Refining • The science of using strategic HR to improve business value and make it − 7 main offices − Marketing (incl. service stations) − Others possible for companies and organisations to reach their goals. − Shipping − Marine • The CRE Team − Air • Everything that is done to recruit, retain, develop, reward and make − 22 staff in 3 locations − Bitumen people perform − Outsourcing and out tasking − Lubricants − Managing the above real estate − Facilities Management • Talent Management strategy needs to be linked to the business strategy − Mix of talents & professional backgrounds to make sense. ‐ wikipedia But we have some challenges and one is the BP’s objectives - 2013 competition for ‘Talent’ Ageing population – adjusting to different workforce dynamics In Australia − Relentless focus on risk reduction and safe and reliable operations − Build on our strengths and improve our competitive position − Be the leader in B2B fuels, offering innovative, customer focused products and services to the on and off road business market − Revitalise the B2C offer, our brand and presence − Leverage our supply and logistics infrastructure − Invest for margin growth – needs particular skill set − Simplify processes to drive efficiency across the FVC − Leverage our capabilities in People , Process and Technology for strategy delivery Source: ABS, 2011a, Advisory Panel on the Economic Potential of Senior Australians. 1
Challenges in Australia - Talent Challenges in Australia - Talent New mix of gender participation & hours worked War for project managers, engineers “ How the Mining boom is suffocating Australian industry ” March 4, 2012. Richard Bundell So there’s a war for talent. How to win it? Our response in CRE BP Australia’s approach Strategic position Tactical response 1. Getting and keeping talent − Diversity & Inclusion awareness embracing • CRE is the linchpin to ensuring • CRE team aligned to Clients AND Customers successful talent management in the − Facility Management split into ‘ technical ’ and workplace − Attractive, competitive remuneration packages ‘ customer ’ teams − Property Management team – individuals assigned − EVP & other Terms & Conditions to specific clients and technical competencies • We are strategically aligned to support and enhance enabled work, flexible working and talent strategies including • Customer perspective – 1,000+ individuals a strong D&I agenda 2. Making people as efficient as possible • Relations / right attitude. Delighting the customer − Flexible working • CRE provides both sophisticated tools and the right attitude to support all staff to achieve their productivity − The workplace environment (it ’ s not just the office anymore) • Maintaining a great workplace with sophisticated potential – in and out of the office tools environment • Services delivered in AND out of the office • We are structurally aligned in our environment. The workplace is now in multiple functions and services, by business locations unit • Getting and acting on feedback – 1,000 small things …and more How are we going? • Alignment of teams to clients, customers and technical competencies Successes • Meeting room allocations; weekly checks • Occupancy survey – 300 verbatim comments and multi choice read, acted on and • Short term & project space published – builds confidence and transparency. Also lets us know if we’re on track • Following through with all visitors to meet their office needs • Rooms, catering, hot desks all bookeable in advance • Internal Future Workplace Forum to identify trends and ideas that could be • Access for all – in and out of the office – links with IT & HR adapted / adopted at BP • Challenges & Next Steps Regular contact with senior clients. Their needs are translated into our team’s goals and each person’s performance document • Keeping the bar raised at this level and doing more! • Continued awareness of business requirements and pinch points • Think through and document ‘what good looks like’ • Keep a weather eye on strategy – up to the highest levels. What we are doing today will not be right for tomorrow • Using our technical knowledge to anticipate our clients’ needs • Very strong links with HR & IT at strategic and operational levels. You have to seek this out 2
Thank you Summary, questions? Nick Trumble, MCR B.Bus (Property), Grad Dip Applied Finance & Investment Property & Facilities Manager BP Australia nick.trumble@se1.bp.com 3
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