El pasado jueves 17 de octubre organizamos un nuevo Webinar de Desarrollo de Talento, sesión online organizada por el Servicio de Carreras Profesionales cuyo objetivo es ofrecer herramientas para mejorar la empleabilidad de los alumnos y antiguos alumnos En esta ocasión trataremos qué nos ofrece el mercado laboral en la actualidad y sobre todo qué busca de un profesional. Adicionalmente tendrás la oportunidad de conocer el programa de gestión del talento de una multinacional líder en el sector de hidrocarburos. ¿Cuáles son los perfiles más solicitados? ¿Qué sectores son los más activos en la actualidad? ¿Influye el papel de los líderes a nivel interno en las empresas? ¿Qué buscan las empresas en sus empleados? ¿Por qué retener talento? ¿Qué cambios se acercan en el mercado laboral? ¿Menor demanda de empleo y mayor oferta de profesionales? Juan Manuel Delgado, HR Advisor Lead / Talent&Development Manager BP OIL Spain&Portugal en BP OIL y José Díaz Canseco, Socio- Director de The Human Touch y profesor de EAE responden a estas preguntas.

1. 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
Partners académicos

2. “Mercado laboral actual y tendencias del mercado
futuro”
Madrid, 17 de octubre de 2013

3. Mercado laboral actual y tendencias de futuro

4. Mercado laboral actual y tendencias de futuro

5. Mercado laboral actual y tendencias de futuro

6. Mercado laboral actual y tendencias de futuro

7. Mercado laboral actual y tendencias de futuro
Lo que cuestan los “ni-nis”: 15.735 millones € al año (1,47% PIB)

8. Mercado laboral actual y tendencias de futuro

9. Mercado laboral actual y tendencias de futuro
Salidas de talento.

10. Mercado laboral actual y tendencias de futuro

11. Mercado laboral actual y tendencias de futuro

12. Mercado laboral actual y tendencias de futuro
Salidas de talento.

13. Mercado laboral actual y tendencias de futuro

14. Mercado laboral actual y tendencias de futuro
En los próximos años dos factores serán los determinantes para
el crecimiento de las empresas: la innovación y el talento.

15. Mercado laboral actual y tendencias de futuro
* 2012 BCG/WFPMA

16. Mercado laboral actual y tendencias de futuro

17. Mercado laboral actual y tendencias de futuro

18. Mercado laboral actual y tendencias de futuro

19. Mercado laboral actual y tendencias de futuro

20. Mercado laboral actual y tendencias de futuro
Innovación y el Talento
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.

21. Mercado laboral actual y tendencias de futuro

22. BP & TALENT MANAGEMENT
Juan Manuel Delgado
10/17/2013

23. 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

24. Our Values
24

25. BP at a glance
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
4

26. BP & Brands
4

27. Our operations and our people
27

28. Integrated model
2
Finding oil
and gas
Developing
and extracting
oil and gas
3
Moving
oil and gas
1
Selling fuels
and products
5
Investing in
renewable energy
4
Making fuels
and products
6
28

29. 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.
Safe, compliant &
risk-managed
operations
Build capability &
live Values &
Behaviours
Portfolio quality
(cash margin
capability) &
integration
Operating cash flow
growth & attractive returns
Efficient use of
resources &
excellent
execution
29

30. 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

31. R&M: 12 Performance Units
operating across 73 countries
SAM Fuels
US East of Rockies
Fuels Value Chain
Refineries
BP
US Northwest Fuels
Value Chain
US Southwest
Fuels Value Chain
Rhine Fuels
Value Chain
Texas City
Refinery
JV
Iberia Fuels
Value Chain
Petrochemicals sites
PTA sites
Acetyls sites
PX sites
O&D
3 Business Models in R&M
• Lubricants
• Petrochemicals
• Fuels**
Southern Africa
Fuels Value Chain
Australia/New Zealand
Fuels Value Chain
** includes Global Fuels SPU, Refining, trading and optimization and the Fuels Value Chain SPUs. See slide notes for more details)
31

32. Four key drivers of the energy future
• GDP growth
• Urbanisation
• Demand mgmt.
Demand
growth
Supply
challenges
• Significant resources
• Infrastructure
• Non-conventionals
• Local pollution
• Climate change
Environmental
constraints
Security
of supply
• Import dependence
• Resource competition
32

33. Non-OECD economies to drive consumption
growth
Billion toe
Billion toe
Non-OECD
OECD
*Includes biofuels
14

34. TALENT MANAGEMENT PLAN
PROCESSES / Questions
SPA / Accountability
Leadership
Team
Line
Manager
HR
OUTCOMES
Employee
CONFIDENTIAL – BP INTERNAL USE ONLY
3
4
Complete People
processes
(performance),
keep PDP updated
and establish a
direct, honest &
constructive
conversation about
professional carrier
with the managers.
DISTRICT MANAGER
SOUTH & WEST
Jose Ignacio Corpas
DISTRICT MANAGER
CENTER, EAST,
NORTH WEST
Laura Peña
SENIOR RTM
Luis Caño
RTM
Teresa Gomez
Mª Angustias López
Erasmo Nuñez
José Pedro Martín
Antonio Gordo
Victor Balas
TBD
Spain Based
Iberia Logistics Operations Manager
DISTRICT MANAGER
NORTH EAST &
BALEARES
Joan Seguí
DISTRICT MANAGER
CANARIES & B2C
PROCESS EXPETISE
Isabel Ayo
RTM
José Manuel Perez
José Mª Brillas
Ildefonso Boto
Alberto Palao
SENIOR RTM
José María Siu
RTM
Ángel López
José Miguel Pascual
Ricardo Ubals
Teresa Losada
Bienvenida Falaguera
José Antonio Martin
RTM
Eugenio Hernández
Javier Domínguez
B2C
CONTRACT &
REBATES
ADMINISTRATOR
Cristina Muñoz
B2C
PROCESS
PERFORMANCE
IMPROVING &
DOCUMENTING
Mar Ortiz
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 line 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.
B2B REP
Beatriz Boris
B2C
SUPPORT & PROCESS
EXPERT
Nuria Nombela
Time Allocation & Location
Madrid
Time allocation
or Lisbon
SP
50%
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
UNREALISED POTENTIAL
GROWTH
7
4
NEXT GENERATION
Key -
1
High potential / promotion headroom
Further growth initially in role or laterally
SPU Leader
Reached full potential
Move out of position
Diverse
Too early to call or no data
In role > 2 years
Name
Vacant position
UNDER ACHIEVING
KEY
8
5
(Date)
HIGH IM PACT
(Date)
(Date)
Include date incumbent is expected to move
(Date)
(Date)
(Date)
(Date)
2
Role
Role
Role
Role
Role
Role
Role
Name
Name
Name
Name
Name
Name
Name
Role
Name
Emergency
Below Expectations
Meets Expectations
6
Exc. Expectations
Name
Name
Name
Name
Name
Ready 0-2 yrs
HIGHLY VALUED
Name
Name
Name
Name
Name
Name
Name
Name
Name
Name
Name
Name
Name
Name
Name
Name
Name
Ready 5+ yrs
EFFECTIVE
9
Name
Ready 3-5 yrs
UNDER PERFORMING
Name
Name
Name
Name
Name
Name
Name
Name
Name
3
Exceptional
In Year Performance
Key
Exceptional performance
CONFIDENTIAL
Competences and Capabilities
Assessment, 9 Box Grid matrix, PDP,
Succession plan, People sessions, D&I
Update.
These pages are designed as pre-set title slides. Cut and paste the desired title
slide into your presentation and type in your ow n details
Participate in
definition and
proposal of the
development
plans. Take
advantage of the
different actions
proposed by BP.
PO
50%
Experience
 The candidate should have a mminimum
of 5 years experience in Logistics and /or
Fuel Value Chain management
Head count control exercise,
Organization reflection, Charts, Job
descriptions,
High Upw ards Potential
(+2 levels)
2
Provide
Define and
Implement the
Assessment &
coordinate with
assessment
Talent
LT the people
• Do we have the right people in
process to its
Management
strategy, know
the right place?
team. Confirm
tools, assist
well his/her
• Do they have the competences
that people
managers in the
team, assess
that we need in our organization?
are right for
process and
their
• What potential do they have? Do
each job.
verify the
we have an D&I plan embedded? competencies &
Evaluate its
deployment of
skills and
• Do we have a plan to make them
performance &
evaluate their
reach future positions?
our D&I policy,
potential.
performance &
potential.
Manage
Manage and
Decide on
Internal Development
relationship with
safeguard the
Special
talented people, talent programs
Assignments,
• What is the right plan for them to
inform about
(Design the
integrate and
grow?
special programs reward model,
boost BP
• How to accelerate this internal
and ensure that
propose
“Talent &
growth?
development
training
Governance
• How to guarantee they reach
actions are
actions, ...).
boards”.
their full potential?
defined.
Monitor the
progress.
Coordinate
Set business
Keep updated
authorization of
needs, join
External Recruitment
contact with
external
recruitment
strategic
• What is the best option to
recruitments.
panels and
partners
“capture” talent abroad?
Decide on the
propose final
(recruitment
• There is a need for the future
priority, integrate
candidates
agencies,
or is an immediate
and boost “Talent according talent
business
requirement?
Governance
management
schools,…) and
boards”.
requirements.
coordinate talent
People
Portugal Based
Potential
• Do we have the right
organization
• What kind of roles do we
need?
Logistics
Immediate Supervisor–Iberia Head of Supply & Logs
RETAIL OPERATIONS
MANAGER SPAIN
Martin Thomsen
Potential for grow th
(+1 level)
Organization
4
Draft – for discussion purposes only
Organizational Design
FOM Spain B2C
Develop at current level
1
Challenge
constantly the
organization,
analyse
alternatives and
define the roles
we need.
CONFIDENTIAL – BP INTERNAL USE ONLY
1
Draft – for discussion purposes only
Boost and
Collaborate with
Propose
Support the
line managers,
improvements in reflection about
the organization BP organization reporting possible
improvements in
and updated job and preserve
the organization
descriptions &
the details of
competences this information. and the content
of their job.
required.
PROGRAM A
EM ERGING LEADERS BP
Emerging Leaders, CAPS
programmes and development &
training offer.
future leaders programme
Biographical Interview Briefing
Amy Talbert, Head of Resourcing, R&M and C&F
Graduate Program, Future Leader
Program and External recruitment.

35. …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
Si estás interesado, por favor envía tu
solicitud antes del 31 de octubre a través
del portal de empleo de BP en internet.
RecursosHumanosEspana@bp.com
Ref: Iberograduados 2014
BP Oil España
36

39. ¡MUCHAS GRACIAS!
Partners académicos