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Diversity,
equal opportunities
and balance

We created a "Cultural Diversity" working group; We continued to incorporate disabled people into the workforce; The number of local executives and technical managers is greater.

In 2011, Repsol's Diversity and Conciliation Committee met three times to continue their efforts to promote diversity and work-life balance, with multidisciplinary teams that propose and encourage the introduction of innovative initiatives, such as teleworking, integrating people with disabilities, flexible working hours, adapting facilities and time management.

This committee approved the creation of a new 'Cultural Diversity' working group, with the aim of adapting management practices to the company's employees in an increasingly multicultural environment, turning that diversity into competitive advantage. This working group is made up of representatives from each area.

At Repsol, 818 people are now teleworking, up 18% compared to the previous year

Work-life balance

In support of greater work-life balance, one of our aims is to allow Repsol's workers to carry out their work flexibly, so they can adapt their working day to suit their personal needs, so long as their work allows it and in accordance with the customs, traditions and restrictions established in each country or region.

Taking into account of the customs and traditions of each country or region, implemented worldwide and with the following minimum term, we provide paid leave for:

  • Maternity: A minimum of 12 weeks following childbirth.
  • Breastfeeding: If a female worker has taken less than six months' maternity leave, she is entitled one hour's paid leave per day for breastfeeding, for a period of three months after returning to work. This leave may be divided into two half-hours daily or combined to form a single period of eight full working days.
  • Paternity: A minimum of three working days following the birth of a child.
  • Bereavement: In the event of a family member's death, workers may take two calendar days' paid leave, or five if it is necessary for them to travel.
  • Marriage: In the case of marriage or official registration of civil partnership, workers may take paid leave for a minimum of five working days.

These measures exceed the legal requirements in the majority of countries where Repsol is present. In Spain, all employees benefit from the following additional entitlements:

  • Workers who wish to request a shorter working day for family reasons may do so up to the child's 12th birthday.
  • Civil partnerships have been placed on a par with marriage in every respect, including the provision of 15 days' leave in the event of formalizing a civil partnership.

The 6th Framework Agreement, for headquarter offices in Madrid, includes flexibility regarding when the working day begins and the option of reducing the amount of time taken for lunch to 45 minutes, in order to leave work earlier. It also allows reduced hours to be combined with full day teleworking and with the 20% per day option, unless this reduce hours are equivalent or more than a third of a complete working day.

In October 2011, we launched "Alares", a program of welfare services aimed at all of Repsol's permanent and temporary employees in Spain. This measure, aimed at helping employees balance their personal, family and professional lives, involves providing free access to specialist treatments at home, a telephone helpline and other services to support the health of employees and their immediate family. Moreover, the cost of the service is met entirely by the company.

Teleworking has been further embedded as an approach to work-life balance that is viewed very positively internally, as reflected in the results of an opinion survey of 2,538 employees. Both teleworkers and their managers, colleagues and company directors emphasize how the trust that managers have for teleworkers positively influences their involvement, motivation and productivity. In 2011 the program was extended to industrial complexes and branches in Spain. At the end of the year, a total of 818 people had joined the program worldwide, which reflects the fact that it is increasingly viewed as normal and fundamental for attracting and retaining talent.

The teleworking group is made up of people from virtually all areas within the company, and all professional groups and age ranges. The gender breakdown is 35% men and 65% women.

In Spain, of the 690 teleworkers, 66% are women and 34% are men (457 women and 233 men). In Argentina, 65% are women and 35% are men (63 women and 39 men). In Portugal, 36% of teleworkers are men and 64% are women (9 men and 16 women) and in Peru, where the program is just being introduced, there is one man signed up for teleworking.

Teleworkers at Repsol
Country 2009 2010 2011
Spain 362 557 690
Argentina 140 120 102
Portugal 14 14 25
Peru 1
Total 516 691 818

The reduction in the number of people teleworking in Argentina is due to an organizational restructuring project that includes all of YPF's businesses. For that reason, many people have changed jobs and, in many cases, their managers or the employees themselves have opted to restrict teleworking until they have adapted to their new roles.

We also promote efficient time management through a variety of initiatives, such as an interactive guide to proper use of email. This guide has been consulted by 11,870 employees.

Recruitment of people with disabilities

In support of diversity, our plan to integrate people with disabilities has meant a very significant cultural change within the company, through which we aspire to reflect 21st century society and manage the challenges of social cohesion more effectively.

Employing workers from this group requires a number of support measures, both in terms of workplace accessibility and in the selection and training processes and awareness among the workforce. Among the factors contributing to the plan's success is the initiative and commitment of senior management. Their proactive attitude toward learning and collaborating with expert bodies with more experience makes it possible to benefit from their advice and support.

Our collaboration with the ONCE Foundation has been enhanced with the signing of the second INSERTA agreement, a new collaboration agreement between Repsol, the Repsol Foundation, ONCE and the ONCE Foundation. This agreement allows our current collaboration to be stepped up and further action taken with regard to accessibility, workforce integration and access to university for people with disabilities.

Measures to promote equal opportunities for disabled employees have largely focused on the following areas:

  • Accessibility of the content and services offered by Repsol's corporate portal through "design for everyone".
  • Improvements and adaptations to our facilities, emphasizing universal accessibility and creating environments adapted to the new cooperative and multidisciplinary ways of working, of which 'Campus', the new company headquarters in Madrid, is a clear example.
  • Analyzing working roles to clarify the requirements and thus allow vacancies to be identified and positions to be offered that can be filled by people with disabilities.
  • Training and raising awareness of new employees to prepare them for performing the tasks required in their post. We have carried out numerous such awareness raising events for our workforce, including executive personnel, with very satisfactory results. In 2011, a total of 6,502 people took part in one of the forums organized in different company centers.

The plan to integrate people with disabilities was begun in 2005 in Spain and its progressive implementation has had a noticeable impact at Repsol. We now have a total of 578 workers with disabilities in Spain (3.2% of the workforce), 400 hired directly and another 178 by other routes. There are also 65 disabled employees in Argentina, 24 in Ecuador, 24 in Peru and 14 Portugal. Of these, 20% hold technical posts.

During the course of 2011, Repsol received the following notable recognitions, among others:

  • The Ability Award for the best large private company. This award publicly recognizes those Spanish companies and institutions that have sustainable business models and include different capabilities in their value chain, whether as employees, suppliers or clients.
  • Various awards for inclusion and workforce integration in Spain: Discapnet awarded by the ONCE Foundation; the COCEMFE award, both in Castilla-La Mancha and in Asturias; the Prodis award given to the Repsol Foundation by CERMI; the Lanean award from the Gureak group.
  • The General Rumiahui award given to Repsol Ecuador by the provincial government of Pichincha for our socially responsible and committed work.

Equal opportunities

In support of gender equality we continued to make progress in implementing equality policies that help us to achieve optimal management of our human resources. In the last few years, our equality round table has developed a code of best practices with regard to equality and work-life balance, with the aim of avoiding discrimination and promoting equal opportunities within the company. Moreover, in the last framework agreement, we were encouraged to draw up an explanatory guide on harassment, to raise awareness of inappropriate behavior and improve its prevention in the company. We also agreed to prepare an 'Equality Report', to be published every two years, on the status of the labor situation in the group and relevant measures have been taken in the two year period.

Repsol YPF, S.A is one of 36 companies to be awarded the emblem of equality in the workplace. This award is given by the Spanish Ministry of Health, Social Policy and Equality to entities that stand out in a particularly significant way for their efforts to ensure equal treatment and opportunities for their workers.

Repsol people by age and gender
  Women Men % Women
Under 20 99 164 38%
Between 21 and 30 3,164 5,447 37%
Between 31 and 40 4,537 9,995 31%
Between 41 and 50 1,897 6,642 22%
Between 51 and 60 894 5,848 13%
Over 60 80 857 9%

We continued with our efforts to achieve gender equality in the company's workforce, in a historically male-dominated sector.

Repsol's remuneration system supports equal opportunities and does not discriminate, which means that men and women, given the same position, experience and performance, will be on the same level of pay.

We have established an internal methodology which allows us to compare the salaries of men and women by professional category and country. We exclude situations where the percentage of women or men in a given group is less than 10% from this comparison as it would not be representative and, therefore, it is not shown in the table below.

Women's base salary as a percentage of men's
Country Executive staff Technical managers Technicians Administrative staff Operatives and junior staff
Spain (97) 92 85 92 92 -
Argentina - 91 88 105 74
Bolivia - 94 103 - -
Brazil - 73 87 - -
Ecuador - 59 109 - -
Peru - 58 55 - -
Portugal - 100 95 - 98
Trinidad and Tobago - 91 76 - -
Venezuela - 99 80 - -

We believe that ensuring diversity in our management team and including local managers in country executive teams gives us a high-value competitive advantage. It gives us an understanding of the expectations and needs of the societies where we operate, allowing us to offer appropriate solutions that translate into business profits. Ninety-two percent of all of the company's executives are from the country where they work.

More information about people at Repsol according to age, gender and country, nationality of directors, and information on work-life measures in place can be found at personas.repsol.com

Executives and technical managers by country of origin in 2011
Country Local executives and technical managers Total executives and technical managers Percentage
  2010 2011 2010 2011 2010 2011
Spain 1,112 1,222 1,260 1,391 88 88
Argentina 831 921 897 921 93 100
Ecuador 25 28 27 31 93 90
Peru 46 53 67 82 69 65
Portugal 47 45 52 50 90 90
(97) Data on Spanish executives does not include Division Managers, Corporate or Executive Directors.