Contrast (-) (=) (+)
Size (-) (=) (+)

People at Repsol

The number of people that work for Repsol and the percentage of female directors rose compared to the previous year.

Employment at Repsol

At the close of 2011, we had a consolidated workforce of 46,575 people of more than 70 nationalities. Of this number, a total of 39,622 employees belonged to companies directly managed by Repsol and all of the information in this chapter refers to them. The company's employees are distributed across more than 30 countries, with the highest concentrations in Spain (43%) and Argentina (37%). There is also a significant presence in countries such as Peru (9%), Portugal (3.1%) and Ecuador (2.3%). The Downstream area accounts for 48% of our workers; 39% in YPF; 7% in Upstream and LNG and the remaining 6% in corporate areas.

The main change in the workforce took place in Uruguay owing to a temporary project between YPF and the Uruguayan national oil company that will conclude before the end of 2012. This work force is temporary and largely male, which has a temporary impact on the distribution of employees by gender and contract type.

Repsol workforce by country(86)

Repsol workforce by country

Kazajistn Dubai Angola Suiza GuineaEcuatorial Mauritania Marruecos Argelia Libia Irn Indonesia Indonesia Indonesia Singapur Rusia Noruega ReinoUnido Alemania Paises Bajos Italia Francia Portugal Espania Canada Argentina Argentina Chile Chile Ecuador Peru Bolivia Uruguay Brasil Guyana Venezuela Colombia TrinidadTobago Cuba Mejico Canada Canada EEUU EEUU

Executive personnel account for 1% of the work force; 6% are technical managers; 44% are technicians; 3%, are administrative staff; and 46% are operatives. Permanent employees make up 88% of the total and women account for 27% of the work force as a whole.

The increase in the work force in Peru is due mainly to an increase in exploration operations.

Individuals by gender and professional category
2010 2011
Women Men Total % Women Women Men Total % Women
Executive staff 32 273 304 11 42 301 346 12
Technical managers 443 1,899 2,341 19 513 1,998 2,510 20
Technicians 4,350 12,527 16,877 26 4,796 12,528 17,323 28
Administrative staff 916 503 1,419 65 917 469 1,385 66
Operatives and junior staff 4,132 11,250 15,382 27 4,404 13,654 18,058 24
TOTAL 9,873 26,450 36,323 27 10,671 28,951 39,622 27

In almost every professional category the number of women increased. The only decrease was in the operatives category, due mainly to the effect of the temporary project in Uruguay noted earlier.

Regardless of the situation in the countries where we operates and in accordance with our commitment to the United Nations Global Compact, Repsol maintains strict respect for freedom of association and the right of collective bargaining.

As a result of this commitment, 100% of our employees have regulated labor conditions that guarantee these rights, either by collective agreement or by agreements between the company and its workers, in the case of workers not covered by collective agreements.

Individuals by type of contract and gender
2010 2011
Permanent Temporary Total % agreement Permanent Temporary Total % agreement
Women 9,353 520 9,873 61 9,894 777 10,671 57
Men 23,827 2,624 26,450 62 24,840 4,112 28,951 59
33,180 3,144 36,323 62 34,733 4,889 39,622 58

The vast majority, 88%, of Repsol's employees have a permanent contract. This year the number of people on temporary contracts increased due to a temporary project in Uruguay, involving 847 workers. Excluding this project, the permanent employment rate would be 90%.

The percentage of people covered by collective agreements fell due to the exclusion of a significant number of employees in Portugal from such agreements. It should be noted that these employees are still protected by the collective agreement, but their labor conditions with regard to salary reviews are different and they therefore appear as personnel excluded from the agreement.

New employees

In 2011, Repsol hired 3,113 people. We work to attract, recruit and retain people across genders, nationalities and different age ranges. Of those joining the company, 34% were women, 66% were men and 76.13% were from countries outside Spain.

We work systematically to promote the integration of women into a predominantly industrial sector.

New employees
21-30 y. 31-40 y. 41-50 y. 51-60 y. Over 60 Total
M F M F M F M F M F
Spain 98 138 146 184 43 65 7 53 2 7 743
Argentina 89 352 43 335 10 75 1 24 - 5 934
Peru 378 317 71 64 3 12 - 5 - - 850
Rest of Latin America(87) 51 121 29 68 10 32 1 11 - 1 324
Rest of the world(88) 30 57 23 67 15 35 6 28 - 1 262
Total: 646 985 312 718 81 219 15 121 2 14 3,113

Integrating new employees

During the course of 2011 we carried out an in-depth analysis to improve the process of integrating people who join Repsol into our company. Following the analysis we have updated the Welcome and Integration Program aimed at optimizing and standardizing the process of welcoming new employees from the external market, as well as those that move between different units of the organization. The aim of this update to the welcome program is to speed up their adaptation to their new working environment, and ensure their integration into the company and its values.

To design the plan we held a number of focus group meetings, spotlighting various professional profiles, both nationally and internationally, in which we explained the required aspects to be covered in the first few months of working for the company, as well as those that require ongoing care to continue doing good work. We also held various workshops with key companies in the sector to share best practices in this area.

The work carried out in 2011 to integrate new employees included:

  • Creating a new online tool to allow employees easy access to information from any location, along with access to the chairman's welcome, the company's comprehensive manual, specific business manuals, policies and essential procedures
  • Drawing up an internal procedure "Welcome and Integration", including all of the specific actions and functions arising from the plan. This formal procedure aims to convey a clear vision of the company to people who have recently joined.
  • Improving the existing information tools for managing people, to ensure that individuals joining the company have all the necessary means and resources available to them right from the start. This improvement included various modifications to anticipate basic requests when joining, such as access to management tools, computers and telephone equipment, creating specific profiles and issuing personal protective equipment (PPE).
  • Assigning two key people to be responsible for the full integration of each new employee into the company. These include the new employee's direct manager, who will generally ensure that the individual's integration is going well, and another manager who will act as a guide, accompanying them and showing them the day-to-day functioning of the business. Both perform specific functions to achieve this integration and will provide feedback in order to improve the process. To this end, they will periodically be given quality-control questionnaires to complete, as well as various lists of activities to guide them and ensure adherence to the basic points of the plan.

Once the opinions of the people taking part in the pilot scheme have been collected and analyzed, we will propose improvements and implement the definitive plan throughout the organization.

Of those joining Repsol in 2011, 362 people left the company in that same year, 46% of them women and 54% men. In global terms, more than 90% of the people hired in 2011 still work for Repsol, except in Peru, where 33% of new employees left the company. The high turnover (see turnover rate indicator) in Peru is localized in the service stations business, and is a result of the fact that people in this group are apt to look for work opportunities in other areas of growing demand in the country, such as supermarkets. However, the company is taking measures to retain talent in this country with financial incentives and internal moves.

Employees who joined the company in 2011 and left before the end of the year are shown in the following table:

Number of employees who joined and left in 2011
Number of employees 21-30 y. 31-40 y. 41-50 y. 51-60 y. Over 60 Total
M F M F M F M F M F
Spain - 2 6 8 5 2 3 5 - - 31
Argentina 1 2 - 4 - 2 - - - - 9
Peru 125 126 17 13 1 3 - - - - 285
Rest of Latin America 5 10 - 3 1 2 - - - - 21
Rest of the world 1 8 1 3 1 1 1 - - - 16
Total: 132 148 24 31 8 10 4 5 0 0 362
(86) The data in this chapter excludes employees with an annual working day equal to or less than 20% of that set in the collective agreement, as well as employees of Gas Natural Fenosa and other investee companies in which Repsol does not have management control. The workforce figure is in line with the group's accounting consolidation criterion and, therefore, the workforce of Repsol Sinopec Brasil and Dynasol Elstomeros are calculated by proportional integration at 60% and 50% respectively, entailing decimal adjustments to these data.
(87) Bolivia, Brazil, Chile, Cuba, Ecuador, Mexico, Uruguay and Venezuela
(88) Rest of the countries in which Repsol operates.