Galp

Our activities (2022)

Upstream

127 kboepd average WI production
2.3 bnboe 2P reserves + 2C resources

Upstream Galp’s portfolio comprises projects in different phases of exploration, development and production.

Comercial

1.475 service stations
2.382 Electric mobility charging points
7.4 mton Oil products sales
23,2 TWh Gas & Power sales

Commercial Facing a new world that challenges the status quo, Galp sees an opportunity to accelerate its transformation, improving its integrated value-added offer by creating new value pools and business models. Through a people centric approach, the reshaping of the commercialisation business in a single unit positions Galp for the transition into a more energy efficient economy.

Industrial & Energy Management

- 29 % refining emissions reduction (scope 1 & 2 vs 2017)
88 mboe raw materials processed
54.6 TWh Supply & Trading of NG/LNG
15.8 mton Oil products supply

Industrial & Energy Management Galp’s Industrial & Energy Management unit incorporates the Refining, Logistics and Cogeneration businesses in the Industrial segment, while Energy Management comprises the supply & trading activities of oil, gas and electricity.

Renewables & New Businesses

1.4 GW Gross renewable generation installed capacity
9 GW Gross renewable capacity in operation and construction & development
1,9 GWh Gross renewable power generation

Renewables & New Business The Renewables & New Businesses unit is focused on developing a sustainable and diversified portfolio of renewable energy generation, which can be leveraged by synergies with the Company's remaining energy businesses, namely Commercial, whilst supporting its energy transition trajectory and carbon intensity reduction ambitions.

Our global footprint

Our strategy

As the pace of energy transition accelerates, markets must adapt. Today’s context is of a world that will see a rapid change in the energy outlook and an increase in renewable energy investments and associated technologies to meet the Paris Agreement goals.

Galp’s strategic planning is based on a set of energy beliefs with a common assumption that a deep transformation will impact the energy sector during this decade towards a cleaner future:

Social and regulatory pressure accelerating the decarbonisation pace;
Growing share of electricity with expected significant increase in electric vehicle sales;
Solar and wind becoming a relevant energy source for power generation;
Green/blue hydrogen gaining momentum with viable options emerging;
European Union setting the strategic ambition to build an integrated lithiumion battery value chain;
Significant decrease in oil demand in Europe, leading to a wave of refinery rationalisation;
More electrified global energy mix, although oil and gas maintain a crucial role for several years.

Learn more about Galp’s strategy.

How we manage risk Galp has a governance structure, procedures and systems that enable the
Company to manage the risks to which it is exposed, so that risk management is
an integral part of the decision-making processes.

Our roots

Galp’s history goes back three centuries and is closely associated with the industrial evolution of Portugal. The companies that form part of Galp today have contributed to our current positioning as an integrated energy player, through the creation and development of new opportunities. The diversification of our business portfolio reflects the various areas of expertise that we have developed over time.

Management team

Meet the governing bodies The corporate governance model is based on a clear separation of management and supervisory powers by the various governing bodies.