Valuing our people
Investing in our employees is good for business. It improves our company’s performance and strengthens employee engagement. We approach talent development and succession planning with the same rigor that we apply to our business strategy. We engage and develop our workforce through on-the-job learning, formal training, ongoing feedback, coaching and mentoring. For our efforts, we have been recognized as one of Forbes’s 2025 America’s Best Companies and Fortune’s 2024 World’s Most Admired Companies.
We empower our employees to grow their careers through personal and professional development opportunities, including annual career development conversations with supervisors, development plans via talent cards, a voluntary 360-feedback tool and training on a broad range of technical and professional skills.
In 2024, we launched My Career, our new internal, one-stop-shop career development resource website to help employees navigate their careers at ConocoPhillips. The�My Career site addresses employee feedback by centralizing career development resources and providing global employees at all levels easy access to guidance, curated tools and actionable suggestions to help them be intentional about their development. Our goal is to equip employees and supervisors with the information needed to have meaningful career conversations and to know what career options exist to make informed decisions about career paths.
Skills-based TMTs, made up of senior representatives from BUs and corporate functions, guide employee development and career progression by discipline (e.g., Geoscience, Finance and Global Production) and location. TMTs help identify our future business needs and assess the availability of critical skill sets within the company. They also play a vital role in ensuring integrity, fairness and consistency in our talent practices and succession planning.
Succession planning is a top priority for the ELT and the board of directors. This work ensures we have the talent available for key leadership roles while limiting business interruption. Leaders at all levels review talent cards, provide feedback and facilitate career conversations on an ongoing basis to ensure that employees have opportunities to learn and grow. Annually, business leaders and TMTs meet to review succession benches, calibrate talent and provide recommendations to executive leadership and the board to ready our succession candidates for future leadership roles.
In 2024, our employees completed approximately 238,300 hours of virtual and in-person training on topics ranging from technical and digital skills to professional development (an average of 23.2 hours per employee). We provide many training and development offerings to equip our employees and leaders with the knowledge, skills and behaviors needed for success. We also offer all global employees access to thousands of professional and personal development courses on LinkedIn Learning.
We recognize that supervisors play a key role in talent development, so we offer a supervisor development curriculum to help leaders effectively engage and develop their employees. Global courses focus on proactive communication, employee development and building trust.
Our Leader of Leaders program brings together the company’s top senior leaders from around the globe in small virtual cohorts to create an opportunity to connect on key business drivers influencing our performance and culture. Every fall, senior leaders come together in person in Houston for our annual Leadership Forum meeting that builds alignment on priorities related to strategy, technology, culture and topical employee engagement strategies.
Annually, we use a performance management program focused on objectivity, credibility and transparency. The program includes broad stakeholder feedback, real-time recognition and a formal “how” rating to hold our workforce and leaders accountable for behaviors reflective of our
SPIRIT Values and Leadership Competencies. Leaders are equipped with guidelines and reference materials to assist with their assessment of key “how” performance indicators.
Recognition is important to our employees and core to our culture. Our supervisor and employee-driven internal recognition program, The Mark Award, enables employees to recognize their peers for individual accomplishments through monetary and nonmonetary awards (Instant Thanks) for going above and beyond in their day-to-day work or completing project milestones.
