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Corporate security

We reviewed the corporate security work procedure, such as evacuation plans for expatriates and corporate security protocols.

Corporate security management

Our corporate security management rests on policies, standards, procedures and guides that allow us to take the necessary steps to help ensure the safety and security of Repsol's people and assets.

In 2011 we continued to review and update our working procedures. In Algeria, Bolivia, Trinidad and Tobago and Venezuela, we reviewed our evacuation plans for expatriates. In the case of Libya, the situation required full implementation of the evacuation plan.

In Argentina, Bolivia, Ecuador, Peru and Venezuela, safety procedures that form part of Repsol's comprehensive security plan for each country, the Plan Integral de Seguridad (PSI), were drawn up or updated, taking into account matters such as controlling access to facilities, both for people and for materials, personal identification systems, measures to prevent and respond appropriately to acts of terrorism or sabotage, dealing with potential explosive devices and writing reports.

In Spain we have reviewed the security protocols at the facilities and regional offices in A Corua, Bilbao, Barcelona, Valencia, Valladolid and Seville.

Voluntary Principles on Security and Human Rights (VPSHR)

At Repsol we continue to work to implement the Voluntary Principles on Security and Human Rights.

Comprehensive management of security risks

We have developed a methodology for identifying and assessing security risks that allows us to appropriately manage these risks in our activities. We evaluate the possibility of risks taking into account the impact on people, the company's assets and society.

During the course of 2011, we worked to incorporate the human rights-related risks into the general risk matrix, as transpired in Libya. We also performed risk assessments for our facilities and operations in Argentina, Bolivia, Brazil, Ecuador, Peru and Venezuela; special attention was paid to field activities in new areas or where communities were present nearby.

Based on the results of these assessments, we prepared Emergency, Crisis and Evacuation Plans. These plans set out the recommendations to follow when faced with critical situations: Creating crisis committees, protocols for dealing with bomb threats or the seizure of facilities, measures that employees can take to protect themselves if they are taken hostage or are victims of extortion, family emergency and evacuation plans.

Training and raising awareness with regard to human rights, and the consequent capacity to respond to unforeseen situations, play a fundamental part in appropriately managing security risks. For this reason, our employees, especially those responsible for corporate security, receive specific training, both on the company policy and on human rights matters.

We held our 6th Corporate Security Forum over the course of three days in 2011. At this event, corporate security heads and managers dealt with matters of security risk management and the company's corporate security policy. For a second time, this forum took place in Argentina, bringing together managers and coordinators from the different regions.

Relationships with our security suppliers

During our supplier selection process, we require our security providers to meet criteria in line with our corporate security policy and the main international standards. We have defined minimum ethical conduct and human rights requirements in line with the Voluntary Principles on Security and Human Rights, the United Nations' Basic Principles on the Use of Force and Firearms and the Universal Declaration of Human Rights.

When selecting security suppliers, one decisive factor for us is that suppliers have no history of connection to illicit activities, such as asset laundering or tax evasion, or unethical conduct, including accusations of human rights violations.

In Ecuador, a delegation comprising the Corporate Security, People and Organization, Environment, Safety, Purchasing and Contracts and Legal Services departments visits security firms to check that they comply with all of our requirements.

For all contracts, we perform checks to ensure that they comply with local legislation. Beyond legal compliance with regard to ethical and socially responsible conduct, Repsol includes clauses that make express reference to the VPSHR, obliging the supplier companies to formally abide by these standards.

In 2011, we entered into two new contracts in Bolivia and two more in Trinidad and Tobago, which already include clauses requiring the minimum content defined by the Corporate Security department for contracting private security firms, deriving from the VPSHR and respect for human rights.

We believe that training is fundamental to ensure that our contractors act in an exemplary manner, in accordance with international standards and current legislation, to avoid abuses and arbitrary or discriminatory conduct that might entail a violation of human rights. We insist on training in human rights for all corporate security personnel, including our private security providers, as an essential prerequisite for contracting them and we request documentary evidence that allows us to verify it.

In 2011, we developed a comprehensive human rights training program for delivery to private security personnel. This program includes the minimum content that contractors are required to know, whether they operate in Spain or any other countries where we have operations.

The program begins with a description of the commitments made by Repsol in its corporate policy and an introduction to human rights. Next, it reviews the content of the Universal Declaration of Human Rights in detail and other current international declarations. The program concludes by studying the Code of Professional Ethics for private security personnel.

Private security personnel in Ecuador receive training on human rights in a program lasting 36 hours. This program is included in the human rights training manual devised for permanent members of staff, private security and military personnel. In Peru, training on human rights, use of force and firearms is given by the contractor itself, under our supervision. In Venezuela, 22 security and risk management talks were provided for 120 people, including employees and contractors. The private security personnel in Bolivia also received training sessions on Repsol's policies with regard to corporate security.

In Argentina and Bolivia we have organized regular talks at which private security personnel learn about the security policies and procedures laid down by Repsol.

The controls applied to private security suppliers give us confidence that their conduct complies with the standards defined by Repsol. The results of these controls allow the information provided by the supplier to be checked in situ.

In each country in which we operate, the services of private security companies are controlled through the permanent supervision of the different coordinators and individuals in charge of corporate security. These controls are based mainly on the verification of services, procedures, conflict resolution and compliance with our policies.

In 2011, we carried out an external physical security audit of the whole security program in Ecuador, including the private security firm, to analyze operational performance and adherence to procedures, job description manuals, training and equipment. This audit assessed conformity with the SPC.1-2009 Organizational Resilience Standard: Security, Preparedness, and Continuity Management Systems, which includes the ISO 9001 Quality Management Systems, ISO 14001 Environmental Management Systems and ISO 27001 Information Security Management Systems standards. A corresponding assessment of the supplier's performance was carried out and sent to the purchasing and contracts area within the quality improvement program.

In Argentina, Peru, Trinidad and Tobago and Venezuela, different audits and inspections have also been carried out to assess adherence to our procedures. These controls are complemented by review meetings in which the appraised suppliers take part. In 2011, these controls detected breaches resulting in 14 warnings given to suppliers in Argentina, and a contract with one supplier in Trinidad and Tobago being due to inability to improve their performance, despite joint efforts with the company to help it maintain the agreed standards.

In some countries, the protection of critical facilities, including energy facilities, must be carried out in collaboration with the public security forces, as required by government. Through collaboration agreements, Repsol formalizes this relationship in such a way that it keeps the company independent with regard to armed conflicts that might arise in these territories.

Security expenditure

The rise in security spending compared to 2010 was due to a 33% pay increase for security personnel in Argentina, even as we reduced the number of security personnel we used. This figure also reflects the incorporation of new facilities. In Algeria, there was a significant increase in spending as a result of new field operations. And in Spain, we are including spending related to security at service stations for the first time; it had been omitted in earlier years for accounting reasons.

US$ Millions 2009 2010 2011
Private security 34.4 64.9 80.6
Public security 8.7 2.4 6.3
Total 43.1 67.3 86.9

Operations in socially sensitive settings

In protecting our facilities, our Corporate Security Policy generally rejects the use of firearms by private security contractors, except in areas of serious risk or where this is a requirement under national legislation. On a selective basis in eight countries, private security personnel are armed due to the particular security conditions or the requirements of current local legislation.

The strategic importance of energy infrastructure makes it vulnerable to the risk of terrorism or other risks arising from armed conflicts. In operations of this type, the company takes measures appropriate to the local situation, which means placing a greater emphasis on people's security when they are traveling and on the security of our facilities.

Evacuation in Libya

Faced with the complex situation in Libya that arose at the beginning of 2011, Repsol took every possible action to safeguard the security of those who were in the country on our behalf and to evacuate families and employees as soon as possible. This included personnel in the El Sharara field, situated 800km from Tripoli. The company set up a special unit to attend to employees posted in Libya and their families, to ensure their safe return to their countries of origin.

At every moment, Repsol's priority was to guarantee the security of all of the company's employees and their families, as the situation in the country made it necessary for all foreign personnel to leave.

The operation began on Sunday, February 20 and ended in the early hours of Saturday, February 26, when the last group of Repsol employees in Libyan territory arrived at Barajas airport in Madrid. In addition to our company's employees, 83 expatriates of 28 different nationalities traveled in the final plane chartered by Repsol. For humanitarian reasons, the evacuation was extended to include people from other companies and institutions that requested our help in evacuation, as we had the resources to bring the affected people to Madrid.

On their arrival in Madrid, a team of more than thirty people was ready support the employees and their families, attending to any needs that might arise. This support team represented only a fraction of the dozens of individuals from different areas of the company whose absolute priority at that time was the evacuation of all Repsol employees stationed in Libya and their relatives.

More information on the management of security risks and Repsol's corporate security management policies, regulations and system, the criteria used for selecting security companies, contractual requirements for security suppliers with regard to human rights, the content of the human rights training required of security suppliers, and our relationship with public and private security forces can be found at derechoshumanos.repsol.com
More information about our involvement in corporate security working groups can be found at participacionesexternas. repsol.com