Valuing Our People

Our strategy, performance, culture and reputation are fueled by our world-class workforce. The diverse people of ConocoPhillips have always been the heart of our company and business success. We recognize that attracting and developing talent is a competitive imperative within our changing industry. At year-end 2022, we had approximately 9,500 employees in 13 countries. Read more about our workforce metrics.

We depend on our workforce to successfully execute our company’s strategy, so it is imperative that we create a workplace in which our people feel valued and know they are adding value. Our Executive Leadership Team (ELT) and Board of Directors play a key role in setting our Human Capital Management (HCM) strategy and driving accountability for meaningful progress. Our SPIRIT Values set the foundation for our HCM strategy, and our HCM programs are built around three pillars that we believe are necessary for HCM success. The three pillars are: a compelling culture, a world-class workforce and strong external engagement. Key actions and progress against pillars are described in more detail below:

A Compelling Culture
  • SPIRIT Values guide everything we do.
  • Annual Perspectives employee engagement survey used to establish meaningful cultural action plans tied to employee feedback.
  • A dedicated diversity, equity and inclusion (DEI) organization aligning strategic actions with DEI pillars: people, programs and processes, culture, and our external brand and reputation.
  • Data analytics leveraged to track key workforce/engagement metrics through transparent dashboards.
  • Internal and external best practices leveraged to support/offer different ways of working through hybrid work programs.
  • Implemented several office improvement and integration projects to enhance employees' workplace experience.
  • Safely welcomed employees back to global offices that had an extended shutdown due to COVID-19.
A World-Class Workforce
  • Consistent recruitment and selection practices that minimize bias.
  • Robust succession planning, including diverse pipelines.
  • Hands-on global Talent Management Teams (TMTs) guiding employee development.
  • Real-time monetary and non-monetary recognition programs.
  • Competitive, performance-based compensation packages; global equitable pay practices.
  • Compensation programs linking individual and company performance.
  • Inclusive global benefits informed by external market practices and employee needs and feedback.
  • Global wellness programs addressing physical and mental well-being.
  • Expanded benefits to support families.
External Engagement
  • Published our 2018-2021 EEO-1 reports and our HCM report externally, as well as expanded external disclosures.
  • Actively partnering with trade associations and minority nonprofit organizations.
  • Recognized by Human Rights Campaign’s 2022 Corporate Equality Index; score of 100 for multiple years.
  • Significant long-standing partnerships with universities to build external pipelines; increasing partnerships with Historically Black Colleges and Universities (HBCUs) and Hispanic-serving institutions.
  • A strategic process for allocating university contributions budget to invest in strengthening and expanding our future talent pools, which includes giving to programs that advance DEI.

People by the Numbers infographic

Global Representation infographic

US Representation Infographic

2022 Human Capital Management Report (HCM)

This report details the actions we are taking to inspire a compelling culture, attract and retain great people, provide rewarding opportunities and meet our commitments to all stakeholders.