The Repsol Model of Corporate Responsibility
We have created Corporate Responsibility Committees
in four of the countries where we operate: Bolivia, Ecuador, Spain and Peru.
In April 2011 we approved the Regulation for the Corporate Responsibility Function,
formalizing Repsol's current model of Corporate Responsibility (CR).
This is the way the company as a whole contributes to sustainable
This model includes:
Our values and principles of action arising from the
commitments we have made through our internal policy on
CR-related issues, stances taken and adherence to
the principles of various international initiatives.
The Corporate Responsibility Coordination System, consisting of four elements:
Knowing the expectations of stakeholders (authorities, shareholders, investors,
employees, customers, suppliers, communities, partners, etc.) concerning the company's
Revising CR-related performance and comparing this to the expectations
of stakeholders on a corporate, national and operating center level.
Bringing performance closer to expectations by reviewing company operating processes,
training programs, awareness raising or strategic social investment. Each action
includes specific performance indicators. All these actions form sustainability plans;
these are commitments on which we issue public reports.
Measuring progress using reputation metrics.
Corporate Responsibility governance and coordination bodies: The Strategy, Investment
and CR Committee of the Board of Directors, the Corporate CR Committee and the National CR
Corporate Responsibility Committees
The Corporate CR Committee, comprised of 14 executives and
created in 2009 met three times this year. The subjects they
discussed and took decisions on included: Monitoring the 2012
sustainability plan, updating the sustainability plan with a 2013 horizon,
a human rights training course for company employees, analysis of external
expectations of stakeholders identified in 2011 and our crime prevention
During 2011 we set up four national CR Committees in the
countries where we have more diversified operations.
The tasks to be undertaken by each national CR Committee include:
Apply the CR Coordination System on a national and operating level
Consolidate sustainability plans through actions that enable us to bring our performance closer to stakeholder expectations
Follow-up on these plans and, if necessary, recommend corrective actions to be taken by the units responsible for their management
Determine national strategic social investment needs
Understand and direct information presented in the national CR Report, if any
Understand and direct information presented in national-level public information arising from CR-related commitments made publicly by Repsol.
||Number of meetings
||Number of people
Procurement, LPG, LNG, Marketing, People and Organization, Community Relations, Refining, Communication and External Relations, Corporate Safety, Safety and Environment, Legal Services and Upstream.
Procurement, People and Organization, Community Relations, External Relations, Corporate Safety, Safety and Environment, Legal Services and Upstream.
Procurement, Repsol Ecuador Foundation, LPG, People and Organization, Community Relations, External Relations, Partner Relations, Corporate Safety, Safety and Environment, Legal Services and Upstream.
Audit, Procurement, Communication, Asset Management, LPG, Marketing, New Energies, People and Organization, Chemicals, Refining, Corporate Responsibility, Safety and Environment and Upstream.