Culture Head to Head
Discover how BP and Shell stack up across purpose, values, behaviors, leadership and more—revealing how their distinct cultural profiles shape employee experience and business outcomes.
Industries
Energy
Date:
Apr 2025
Timeframe:
4 years
Expert:
Leroy Hall
Shell and BP are two of the world’s most influential energy companies, each with a long-standing presence in the global oil and gas industry. While Shell is often seen as the more progressive of the two—emphasizing collaboration and innovation—BP is known for its robust commercial drive and competitive reward structures.
This analysis compares the two organisations across key cultural behaviors and employee value drivers, revealing their respective strengths and areas for growth as employers in a rapidly transforming sector.
Culture Insights
Shell and BP each exhibit distinct cultural strengths within the energy sector. Shell stands out in collaboration (+55.8%), learning and development (+57.2%), and diversity & inclusion (+28.4%), reflecting a more inclusive and team-oriented environment. BP, meanwhile, leads in pay and rewards (+53.6%), suggesting a strong focus on financial compensation as a driver of employee engagement.
However, both companies face significant challenges. Agility & bureaucracy remains a critical weakness, with BP scoring -85.5% and Shell -76.1%, indicating deeply rooted operational inefficiencies. Career progression and progressiveness are also problematic for both—Shell at -46.9% and -60.2%, BP at -58.2% and -64.3%—signaling unclear advancement pathways and a lack of perceived innovation.
To enhance their workplace cultures, BP could benefit from investing in collaboration and empowerment, while Shellmight address concerns around bureaucracy and career mobility to complement its strengths in learning and inclusion.
| Culture Dimension | Shell (%) | BP (%) | Leader |
|---|---|---|---|
| Supportive | 0.1 | -16.2 | Shell |
| Career Progression | -46.9 | -58.2 | Shell |
| Progressive | -60.2 | -64.3 | Shell |
| Collaborative | 55.8 | 17.1 | Shell |
| Empowered | -18.3 | -34.8 | Shell |
| Agility & Bureaucracy | -76.1 | -85.5 | Shell |
| Pay & Rewards | 47.6 | 53.6 | BP |
| Work-Life Balance | 28.8 | 21.6 | Shell |
| Learning & Development | 57.2 | 56.6 | Shell |
| Technology in Workplace | 6.3 | 1.3 | Shell |
| Diversity & Inclusion | 28.4 | 17.2 | Shell |
| Purpose | -70.0 | -68.5 | BP |
Purpose
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Shell’s Purpose score of -70% reflects a widespread lack of connection between employees and the company’s overarching mission and impact.
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BP’s Purpose score of -69% similarly reveals a weak alignment between day-to-day roles and the organisation’s broader strategic purpose.
Work-life Balance
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Shell’s Work-Life Balance score of +29% suggests a generally positive experience, with many employees feeling able to manage demands outside of work.
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BP’s Work-Life Balance score of +22% also indicates moderate satisfaction, though slightly lower than Shell in supporting personal and professional balance.
Empowered
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Shell’s Empowerment score of -18% suggests that many employees feel limited in their autonomy and decision-making authority at work.
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BP’s Empowerment score of -35% indicates even greater challenges, with a deeper sense of constraint around ownership and initiative.
Download the full report
Read the full report and see how BP and Shell compare across our Culture Framework.
