Academia Galp

Learn about our project for employee training and skill development in various areas of knowledge.


Galp’s Commitment

At Galp we are committed to involving the community and all other stakeholders, promoting the creation of shared value.

Sustainable development goals

Ensure inclusive, equitable and quality education. Promoting opportunities for life-long learning for everyone.


Our strategy

For Galp, Human Capital is a key strategic theme whereby one of the main axes of performance has to do with the Strategic Development of Skills.

Galp is committed to the development of structuring and transforming projects that, in order to be successful, need to be supported by people with solid management, technological/technical and behavioural skills.

In this context, it became clear the need to ensure advanced training for employees. A training programme that is totally customised and aligned with the specificities, reality and strategic objectives of the Company and the industry.

Thus, from the determination to enhance the skills of Galp’s employees and allowing new leaders to emerge, who are able to assume increasing responsibilities at the levels of business and corporate functions in the Company, arose the concept of Academia Galp.

Why is it important to Galp and its Stakeholders

Academia Galp’s programmes contribute to the employees’ commitment with the company, enhancing the knowledge and safeguarding talent retention. They:

  • Favour the development of skills;
  • Promote internal networking;
  • Bring the employees closer to Galp’s culture and values.

In addition, under the various programmatic modules of the courses at the Academia, the trainees are faced with real problems and challenges from Galp, and often the analyses, investigations, ideas, reflections and strategies arising from these studies are applied to the real life context and operations.

Could the topic covered result in substantial consulting processes? If so, how can the trainees’ experience and knowledge of the Company be an extra advantage besides that of having avoided such expenditure?

“Yes, it could have given rise to considerable consulting processes. At Galp this type of challenge is usually handed over to consulting firms that have considerable know-how in the development and applicability of this kind of tools. Students from the workgroup brought knowledge and experience in key areas of the company within the scope of the challenge, such as trading, refining, supply and primary logistics. With the knowledge, different experiences, motivation and will to create value for the Company, the necessary ingredients for the success of the study carried out came together. This is a clear example of how at Galp there is much human potential to be tapped for the completion of case studies.”

Testimony of the internal tutor


The Academia Galp

Academia Galp began its journey on May 2010, following the pace of the Company and strengthening its lines of action:

  • Advanced training and the respective assessment;
  • Attaining excellence;
  • Ensure the future in terms of leadership.

The training and assessment concepts are highlighted because Academia Galp’s courses are always associated to effective assessment processes, ranging from examinations, individual and group work, to the assessment of the participants’ profile.

The Academia’s mission is to promote and manage integrated and innovative projects of advanced training that are stable and structural, with high quality and sustainable value. The activities are developed in partnership with prestigious Higher Education institutions, contributing to the maximisation of the human potential and to the growth of the Company, creating conditions for the long-term success of Galp while aiming at excellence.

It became possible, through Academia Galp’s programmes, to operate in five main axes:


The courses


Academia Galp currently includes and manages six courses (presented in order of development and implementation in the field):

  • EngIQ: PhD and Advanced Training Programme in Petrochemical and Chemical Refining Engineering;
  • FormAG: Advanced Training Programme in Management;
  • GeoER: Advanced Training in Reservoirs Geoengineering;
  • CompeC: Advanced Training Programme in Commercial Skills;
  • MScEP: Master’s Degree in Oil Engineering; CFO Simulator: Training in Finance.

These courses are structured so as to respond to the transversal needs of Galp, specific to an area/sector or to a specific function. They integrate courses or training actions that are specifically designed. In addition to the existing courses, Academia Galp also operates two additional areas: organisation of advanced level seminars, workshops and conferences and Galp’s case studies, making use of the best students from the various courses and Lecturers from the partner Universities.

Course customisation to offer training in the necessary skills

Course customisation at Academia Galp, as can be seen in the respective programmes, is complete and aims at maximising the interests and needs of the Company in training its employees for the exercise of their current and future functions.

This customisation is ensured by a set of internal experts, who align the content of courses and modules with the lecturers and also function as internal tutors for the papers.

Examples of our customised learning methodologies:

Example 1: Financial Accounting (12h), FormAG

“(…) Some cases are academic, to allow for a better understanding of certain topics, but the most relevant case is the analysis of Galp Energia’s financial documents (…)”.

Example 2: Risk Management (8h), FormAG

The methodology to be applied will be expository, in the component of risk management concepts and the model implemented at Galp. Cases will be developed for participants to apply this knowledge in practice, in real situations.

Example 3: Team Coordination and 360º Leadership (12h), FormAG

Knowledge assessment is done through a research paper on “Leadership Practices at Galp: current reality and future developments”.

Project structure

Governance model

In order for the defined objectives to be effectively achieved, a governance model was set for all courses. Summarily, this structure consists of:

  • a Strategic Council;
  • an Executive Board;
  • Pedagogical and Specialist Committees;
  • Operational Managers.

Return on investment: application of the Kirkpatrick model

One of the fundamental aspects of Academia Galp has to do with measuring its effectiveness and the impact it has on the personal and professional development of participants in the various courses.

For this reason, Academia Galp was inspired by the model of “Donald L. Kirkpatrick” and adapted it in order to measure the quality and effectiveness of the training provided.

Thus, an assessment based on the analysis of four levels is used. These levels are sequential and each one has its absolute importance, although it also influences the following:

Level 1 – measuring the reaction: we try to evaluate if the trainee assesses the course and its contents positively. If so, we try to understand whether (s)he intends to put what (s)he has learned into practice. To this end we resort to satisfaction questionnaires in the classroom or via email and digital media;

Level 2 – measuring the learning actually completed by the trainee: i.e. how the knowledge was acquired. This measuring is made through tests, group work, individual work and final assessments, depending on the courses’ models (profile evaluations are excluded at this level);

Level 3 – evaluating the behaviour: we want to determine if what was learned is being applied in practice and whether there are behavioural changes, using the 360º assessment questionnaire;

Level 4 – measuring the evolution, the results and the impact of Academia Galp’s courses in the career development of the graduates. This assessment is made on the basis of the career development analysis: global assessments, mobility and promotions.


  • trainings completed
    6 trainings completed
  • employees involved
    +550 employees involved
  • training hours
    +40,000 training hours

These were Academia Galp’s numbers in 2015:

FormAG: 16,472 training hours for 336 employees.

EngIQ: 4,100 training hours for 30 employees. 

GeoER: 2,400 training hours for four employees.

CompeC: 9,038 training hours for 162 commercials in Portugal and Spain.

MScEP: 8,174 training hours for 31 trainees from Galp, out of a group of 52 students.

CFO Simulator: 500 training hours for 25 employees.

Trainees feedback

About 90% of the graduates said that the knowledge acquired is useful for the exercise of their duties and has practical applicability. When asked about the moment on which this knowledge was applied, they responded:


The graduates of Academia Galp mainly indicated internal networking as the aspect most influenced by the attendance of the training.


Therefore, the benefits of networking cannot be ignored in a return on investment analysis of human capital development.


Academia Galp has received the award for Best Strategy for Training and Personal and Professional Development, under the Masters of Human Capital 2015. It becomes even more relevant as it corresponds to the third consecutive award we have achieved since 2013.

The Masters of Human Capital award and value innovative practices, which are carried out by professionals and companies that are distinguished by the results achieved in the strategic management of people, in the performance of their tasks and in terms of contributing to the development of the sector.


Academia Galp has demonstrated that the investment in employee training has very positive benefits, at various levels.

Knowledge otherwise not achievable: some of the training can only be ensured because it was created by Galp. The EngIQ and GeoER courses are two examples of this, as no university could ensure the level of knowledge associated with them.

Talent retention and reduced turnover, insofar as:

  • Favour the development of skills suited to the exercise of functions in the Company and promote career development;
  • Bring the employees closer to Galp’s culture and values;
  • Promote social relationships among colleagues, simultaneously contributing to the employee’s identification with Galp and its goals, resulting in the creation of the commitment and initiatives needed to “make it happen”, reducing turnover and safeguarding the retention of talent.

Perspective on avoided costs or on the multiplication of benefit: From a perspective of avoided costs and multiplication of benefit, the designed model allows to train 300 to 350 people per year, with a cost per employee less than external training. Thus, the Academia is able to train ten times more employees on subjects specific to the sector for a cost about ten times less per employee. In this context, for example, the FormAG course, an advanced training course in management from Academia Galp, can be considered as a customised MBA.