Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings

In 2016 we continued to develop programs which demonstrate that Repsol's training is in keeping with the company's strategic processes. There has been an increase in technical and safety/environmental training, while management and skills training have been reduced - the investment in language-learning has been maintained.

The main courses taught in 2016 are listed below:

Institutional programs relating to development of the company culture and values, which are mandatory and global:

  • Repsol values: this program targets all employees, to teach the company values and apply them in their daily tasks.
  • Code of Ethics and Conduct: this also targets all employees, and sets out to teach and explain the company's code of ethics and conduct using specific examples, demonstrating how it must govern any professional conduct.
  • Basic Human Rights: this aims to make all employees aware of human rights in the business world, from the point of view of the company (protection of the environment and respect for local communities etc.) and also from the point of view of individual employees.
  • Data Security: this aims to make all employees aware of proper use of information and IT assets, in order to prevent cybernetic attacks and losses of confidential information.
  • Safe driving: this targets employees who are particularly exposed to occupational hazards as drivers, to make them aware of good driving habits, proper use of passive safety systems, and how to identify and avoid driving hazards.
  • Overcoming Barriers ("Superando barreras"): an online program on bringing disabled people into employment.

Priority issues in business units:

  • Training of sales staff in Peru: training program for new staff at service stations.
  • For our industrial area and refineries, the Operation Simulators project was set up to give panelists and panel operators at refineries thorough training in operating processes and possible incidences at units through the use of simulators.
  • Commercial business schools: on the commercial front, work continued in 2016 with the Sales Management University Expert programs, and seven promotions have now been trained. With regard to LPG, construction of the new sales strategy and its implementation were addressed, and new sales staff was given induction training following the internal movements caused by the situation of the company. We also focused on making the program available to development managers. For the Service Stations area, we boosted online training for our own network and the branded network, with induction training for future Campsared sales staff and training for applicants to manage "CODOS" service stations.
  • "MAXIMO" refinery management system: training in upgrading the refinery management system.
  • Culture and Safety and Environmental Leadership in Exploration and Production (E&P) - tem. Stations arperations and Sustainability (EOS)re and Safety and Environmental Leadership in Exploration and Production (E&P) - tem. Stations arperations and Sustainabilityng for our own network and the branded network, with induction training for fut
  • Introduction to Big Data and Statistics System ("SIESTA"): this sets out to teach the concept of "big data" and how it may be applied to the company, along with basic concepts of applied statistics, and a methodology to address problems or projects with large amounts of data. The statistics software to be used (SIESTA) was designed by and for Repsol.

Open catalog for individual development of skills and knowledge:

  • Team Leaders: a program to boost the management skills of teams and other basic essentials. It targets front-line leaders, preferably new staff, to assist them in their transition from mainstream employees to leaders. The contents focus on basic team management skills and basic concepts of management such as budgeting, finance, project management and business plans. A blended methodology is used, and the program duration is seven months. Additionally, there is a version of this program for leaders with more experience, but no previous training in these areas. The program was undertaken by leaders all over the world.
  • Manager School ("Escuela de Jefes"): program to improve team management for area managers and factory managers at industrial complexes in Spain and Portugal (Refineries, Chemicals and LPG) using a blended methodology.
  • Training program for internal instructors: the program aims to improve the instruction profile of in-house experts teaching at the company. The objective is to home in on internal talent through a collective learning procedure. This is a 60-hour program, and it was taken up by 25 employees in the first two years.

Master Programs for New Professionals:

We continued to focus on the incorporation of new university graduates, trained on our in-house Master programs in Exploration and Production (E&P), Refining, Petrochemicals and Gas, and Management. The programs have evolved towards a new, more integrated approach to more flexible contents and blended methodologies, to adapt them to the strategic needs of each area of business. 106 students from 15 different countries completed the E&P Master course during the year, as follows:

  • Master in Exploration and Production (42 employees). Seven Legacy Talisman students (four from Canada, two from Malaysia and one from Vietnam) successfully completed the course, which ended in June 2016.
  • Industrial Master Program (22 employees).
  • Energy Management Master Program (42 employees).

Training continued to reflect the company's undertaking to assist people with disabilities and other vulnerable groups on training programs and non-employment practical schemes to assist their employability in the sector. We organized eight training schemes in 2016, attended by 95 people.

We continue to move forward with regard to youth employability on Professional Training programs in Spain. A total of 180 students were admitted for employment experience at our facilities: 130 on six training cycles in "Dual" mode, and 50 in Work Center Training mode.

Repsol did not arrange any specific programs to manage the end of their professional careers.