Kerry Dryburgh, three years on

The scope of the role that I have today has evolved over the course of the last two or three years, from what some people would think of as the traditional People role or HR role in terms of the employee lifecycle, to one that's more reflective of the employee experience. [Now] I also have responsibility, as an example, for workplace environments, all of the real estate in our company, for the health and well-being of our employees as well as transformation across the bp organisation.

Then 12 months or so ago we also integrated communications, both internal and external communications, and again for me this was the final piece in the experience jigsaw. It's something that I have a real passion for and opinions around how we can do this well.

Keeping the internal and the external parts of communications together is important because you need to ensure that those sets of messages match and that your employees are connected to what's being said externally as well. So there's, I think, real logic. And certainly from a personal perspective it gives me stretch and development and the opportunity to think more broadly.

It's been really useful and I think as we've talked about this in partnership over the course of the last three-four years it's helped us to crystallise that maybe some of the things that we had already been thinking are actually really good practice and systematic good practice because we know that Chief Executives of the future need a variety of experiences, and for different organisations they will be slightly different, For us it's been about ensuring that individuals have operational experiences across the breadth of our energy organisation and it's also about leadership and growing leadership of larger and larger organisations. So I think the partnership with 25x25 has really helped us just to crystallise what that means for us in bp.