One of Repsol’s main competitive advantages lies in the people who work at the company. Together we build a relationship based on mutual respect and trust.

People management has become one of the basic elements for achieving the integration and transformation of the company. We are reviewing our processes and ways of working to strengthen our flexibility. This will allow Repsol to become a company better prepared to address future challenges: we will be more efficient, agile, and innovative; focused on performance and talent development; and we will ensure our value creation and resilience objectives are met.

In 2016, we acted upon two pillars: organization and the management model. Regarding the first, we are making progress in the implementation of an integrated organizational model that is more simple and efficient. This model will reinforce the collaboration between areas and optimize governance and control.

With regard to the second pillar, we are aligning all our people management models to achieve global talent management and foster a leadership style that helps to achieve results through cooperation. To this end, we have reinforced meritocracy as a means for recognizing contribution and guaranteeing professional development opportunities to the most committed people with the best performance and highest potential.

In order to evaluate our cultural evolution, we use an opinion panel in which a representative sample of employees from different areas, countries, and professional categories participate. The results allow us to expedite the decision-making process and refocus actions where necessary.



employees working in a country that is not their country of origin



As of December 31st, 2016 we had a staff of 24,532 employees. In 2015, Repsol launched an organizational efficiency process which is in various stages of implementation in the different countries in which we operate, according to the specific organizational needs of the businesses and countries.

As part of the implementation, staff dismissals have been carried out in accordance with the legislation of each country. Trade union organizations have participated in these processes and we have reached important agreements with them. In all countries, the dismissals have included conditions for employees in line with best market practices.

At present, we have employees in 37 countries and more than 1,800 professionals working in a country that is not their country of origin. The percentage of women in the company has increased to 35.7% and 26.7% in leadership[1] positions.



employees with disabilities in the group, 2.4% of our staff worldwide


Value proposition

At Repsol, we believe that managing our internal talent is key to achieving our short-term objectives and to ensuring that we will have the necessary profiles to fulfill our strategy. Having dedicated and committed professionals generates a positive impact on the company's results.

Repsol offers a value proposition for employees that includes all the aspects which make the company attractive, of note among them are the possibilities for professional progression, compensation in line with meritocracy, equal opportunities, promotion of work-life balance, etc. In 2016, we made advancements in our value proposition for employees and our people management processes to attract, retain, involve, and recognize our professionals.

Our rate of voluntary employee turnover has remained stable at the same levels as previous years, reaching 4% last year.

We continue with our commitment to hiring young talent by adapting our Master's Degrees to the current context and granting internships to university and vocational education students. Since 2014, more than 1,200 university internship agreements were reached and more than 400 students undertook Intermediate and Advanced Vocational Education internships.



hours a year, average training per employee


Compensation and performance assessment

At Repsol we are committed to providing our employees with total compensation schemes that guarantee external competitiveness and internal equality. They are based on meritocracy and value individual performance, cooperation, and team work.

That is why we updated our total compensation model in 2016. It includes set remuneration, benefits, annual variable remuneration, and multi-annual variable remuneration.

For non-agreement employees we have implemented a unique annual variable remuneration model focused on meritocracy. This model unifies criteria, homogenizes methodologies, integrates best practices, and evaluates the hows (behavior) separately from the whats (results) in the achievement of individual objectives. Furthermore, we have designed a new compensation framework for employees on international assignments that unifies the previous frameworks and is in line with practices of the market and the sector.

important of people

Professional development

At Repsol we are committed to an attractive development model that offers all employees opportunities based on meritocracy. The objective is to help our employees acquire and improve their skills and knowledge to take on challenges and functions of greater complexity and responsibility.

In 2016, we designed a new professional progression model aligned with our new leadership model. The leaders at Repsol are capable of anticipating change, they inspire, assume challenges, and promote the maximum contribution of their teams towards the achievement of excellent results.

This new professional progression model offers opportunities through mobility, promotion, and training.

We make an updated and comprehensive training offering available for our employees to improve their qualifications in their different functions and levels of responsibility throughout their professional career. With the objective of further strengthening our company's international culture, we continue to promote language training and online training, which allows a larger number of employees to access training activities.

In 2016, there were 2,878 transfers and 1,349 promotions. Also, nearly 21,000 employees received training, 86% of the workforce.


Work-life balance, inclusion, and equality

We are a company known for promoting new ways of working, that guarantees equal opportunities, and promotes and facilitates employees’ work-life balance.

Our employees can perform their responsibilities in a flexible manner that allows them to adapt their workday to their personal needs, provided that their work permits it and that it is in accordance with the uses and customs of each country. The teleworking program is one of the most widely accepted programs, with more than 1,800 people.

Furthermore, Repsol has an integration plan for people with disabilities that encompasses all the areas of the organization. As of December 31st, 2016 we had 586 employees in this group, 2.4% of our staff worldwide.

In Spain, we exceeded the requirements of the applicable legislation according to the General Law on Rights of Persons with Disabilities and their Social Inclusion, with a percentage of 2.7%: There were 499 employees hired through direct contracts and 37 equivalent personnel through alternative measures.

Additionally, we collaborate actively with different international networks such as the ILO or Ibero-American Network for Inclusive Companies, which have allowed us to export our model and make it available for European and Latin America companies and all companies committed to the inclusion of this group.

In 2016, we disseminated, internally and externally, the White Paper on the Integration of People with Disabilities II, called the White Paper on Diverse Talent, the Overcoming Barriers Guide II, and the Accessible Service Stations Guide II.

Repsol, S.A. is one of the companies distinguished in Spain with the Equality in Workplace emblem, promoted by Spain's Ministry of Health, Social Services, and Equality.

The company has taken on a commitment to foster the equal participation of men and women in senior executive positions, including Executive Committees, to reach 37% in 2017. This commitment was already achieved in 2016, reaching 38%.


  1. Includes the categories of Executives and Technical Managers excluded from the collective labor agreement.