Talent management and development

In an increasingly competitive world, we need to position ourselves as an attractive employer and offer optimal conditions for the recruitment, development and retention of talent. We redefined our strategy for talent management (talento@Galp) based on the identification and evaluation of the following characteristics:

Technical and behavioral performance

It considers aspects such as results achieved, technical knowledge and alignment with Galp’s values and culture

Motivation and ambition

It considers aspects such as motivation, professional pride and focus on goals

Commitment to the Company

It considers aspects such as relating to the Company principles and values, being an ambassador of products, being a change agent

We attract new generations of professionals and involve people in career development, through the following initiatives:

Project	Objective	Impact
*Generation* Galp	We engage and attract young talent through our graduate programme, «Generation Galp», which identifies and develops promising new professionals, simultaneously reinforcing Galp’s connection with the academic world. The graduate programme fosters diversity within the Company and brings in new perspectives from young professionals, supported by networking opportunities and a follow-up plan to make sure trainees understand Galp’s business and reality. Recently, we have been improving the programme to offer its participants an opportunity to play a more active role in their journey at Galp and to share their experiences with former participants, as well as to learn from them. Learn more about this programme here.	Operating since 1998 > 600 Trainees 90% retention after the first year
Job Family Model	Role management model, created in 2018, which groups functions into families and subfamilies that share common characteristics. We are moving from an organizational approach based on very detailed and segmented functional levels into a more agile, simplified, adaptable and interdepartmental methodology. Our JFM provides a global vision of the Organization, as well as a better overview of the development possibilities. As such, each person can better explore personal development opportunities, become an expert in their own knowledge area, assume other responsibilities or be involved in cross-company projects or initiatives. Learn more about Job Family Model here.	From 1554 functions to 184 roles

Our Organization has built different human capital development programs, because we believe that investing in human capital is opening the door to a more prosperous future.

We live in a technological world in constant acceleration where everything is accessible anytime and anywhere, in which the Galp sector is included. The worldwide portfolio optimization, and the exploration of new energies, are challenges that are overcome with an increasingly cross-cutting team management, and with a learning model that develops differentiating skills of quickness and agility.

Involving people in their development

In 2018, Galp introduced “People Days” dedicated to reflection and debate on our people’s performance and potential. As an outcome of this discussion, Personal Development Plans (PDP) emerge, aligned with the learning and training plans. The actions arising from “People Days” may include not only conventional training, but also short-, medium- or long-term career mobility, project nominations, mentoring programs and initiatives as part of the reward plans.

We promote mobility

Mobility benefits people and teams. In 2018, we reviewed our recruitment and mobility regulation, with the aim of bringing more agility, autonomy and responsibility in the management of these processes. Mobility options are analyzed and discussed for development in People Days. We also created an international mobility policy.

A new strategy for learning and training

In order to foster a true learning culture in Galp, we have defined guidelines, which are reflected in our Manifesto.

We work with and for people.
We foster learning through practice.
We drive change.
We encourage new ways of thinking and being.
We incite the sharing of knowledge.
We offer new contexts and environments.

This vision of people development for the creation of transformational impact programs, transfer of knowledge and experiences, is supported by our learning strategy, based on a 70/20/10 model (Do, Share, Know). This model establishes different types of learning, with different approaches tailored to the learning topic, integrated with performance assessment, development plans, PeopleDays and Talent Program.

70 Doing

learning through the real experience, promoting the development of technical, behavioral and business skills.

20 Sharing

learning through created interpersonal relationships that promotes truly transformational changes in people.

10 Knowing

formal learning for the development of technical and behavioral skills, favoring strategic partnerships.

Measuring

metrics that enable assessing the real impact of learning on people and the Company.

The whole process is currently based on information systems and in the Learning Management System (a module in our Success Factors information system). The Learning and Training team is organized in order to respond to the strategic challenges of the Organizational Units through the various Business Partners.

In 2018, we invested c. €4 m in 116,220 hours of training.

Projet	Objective	Impact
Samurai G	Based on the principles of martial arts (mind and body), we have developed a transformational path for Galp’s sales professionals, negotiators and contract managers, that aims to improve negotiation skills	4 groups, 79 people involved Learning assessment average of 4.7 (on a scale of 1 to 5) and Net Promoter Score of 9.6 (on a scale of 1 to 10)
Singularity University	It consists on a different school with the objective of exploring the opportunities and implications of the technologies, connecting to a global ecosystem and solving global problems in a long-term vision. Galp was founder partner this year of Singularity in Portugal. "We believe there is a high level of alignment between what SingularityU is building in terms of capacity of disruptive and exponential technologies and what Galp needs to position itself in a place where innovation will be critical to the creation of value." Paulo Pisano, People direction	60 participants involved in a two-day summit and in a workshop.
Corporate Finance	Customization of an intensive Corporate Finance program to provide participants with a detailed and integrated view of the main areas of corporate financial management, and a global financial vision that articulates strategy with value creation, and the acquisition and/or consolidation of techniques indispensable for evaluating and making financial and organizations management decisions.	4 editions, 121 participants 10 906 learning hours Learning assessment average of 4.4
E&P Fundamentals	Internal learning with the objective of aligning and transmitting essential knowledge of the Exploration and Production business at Galp taking into account market trends.	19 sessions 366 learning hours
EngIQ	This program allows us to fill the gap in the national training framework, enabling the creation of a critical mass capable of playing a relevant role in research, technological development, endogenization of technologies, entrepreneurship, and leadership in Refining, Petrochemical and Chemical Engineering. It aims to train the company’s employees, as well as the recruitment of talents at an early career stage.	Since 2009, it has trained 127 Galp people (advanced training and customized modules) 486 880 learning hours
Leading@Galp	Multi-year and fully customizable course, which focuses on self-knowledge, experience sharing and future skills. Each module of this program is designed based on the latest researches in neurosciences, human behavior, and in how people learn and can develop a growth mentality. It allows following the development of leadership in all its stages, from the people who are in the initial phase of preparation for management functions or that have recently arrived, from managers in general to top leadership functions.	Under development and preparation throughout 2018
Mindfulness	Meditation program with face-to-face sessions and an online practice period, and it aims to lay the foundations for autonomous practice of mindfulness meditation by Galp’s People, cultivating a habit of healthy living.	Since 2017, the program reached more than 500 people

Our Partnerships

The implementation of the learning programs is based on an effective partnership logic with reference entities and facilitators. Principal current partnerships:

Axialent
CATOLICA-LISBON School of Business & Economics
Escola Europeia de Coaching
Faculdade de Ciências da Universidade de Lisboa
Faculdade de Engenharia da Universidade do Porto
FCT – Universidade de Coimbra
FCT – Universidade de Lisboa
Heriot-Watt University
INDEG-ISCTE
Instituto Superior Técnico
Leadership Business Consulting
Media World Training
Nova School of Business & Economics
Porto Business School
Universidade de Aveiro
Universidade do Minho
Vasco Gaspar (Mindfulness)

Training indicators

	2014	2015	2016	2017	2018
Total training hours (h)	173.370	177.578	196.806	185.730	116.200
Average number of training hours per employee (h)	25	26	29	29	18,1

Training hours
	2016			2017			2018
	Women	Men	Total	Women	Men	Total	Women	Men	Total
Top managers	40	1869	1909	140	2109	2249	284	1679	1962
Middle managers	1888	6746	8635	2370	7145	9515	7043	5626	7323
First line managers	9069	13472	22541	10036	16174	26210	1697	10295	17338
Specialists	33764	40441	74205	28139	37202	65341	25994	40395	66389
Others	38472	51045	89517	29487	52928	82415	6580	16628	23207
Total	83233	113574	198806	70172	115558	185730	41597	74623	116220

Hours per employee
	2016			2017			2018
	Women	Men	Total	Women	Men	Total	Women	Men	Total
Top managers	10	37,4	35,4	23,3	44,9	42,4	40,5	42,0	41,8
Middle managers	42,9	48,5	47,2	52,7	49,3	50,1	40,4	41,4	41,1
First line	56,7	50,6	52,9	62,3	61,0	61,5	43,2	35,5	38,3
Specialists	53,3	38,9	44,4	43,6	36,2	39,0	35,3	34,2	34,6
Others	21,3	21,9	21,6	16,4	23,6	20,4	3,8	8,1	6,2
Total	30,4	27,9	29,0	26,2	30,5	28,7	15,4	20,1	18,1

Subjects	Training hours 2018
HSE and Quality	16.811
Languages	13.109
IT	3.353
Behavioural and leadership	24.952
Technical	37.646
Management, accounting and finance	13.537
Human Resources	1.126
Procurement and Logistic	128
Legal	5.559

Print:

Talent management and development

Generation Galp

Job Family Model

Involving people in their development

We promote mobility

A new strategy for learning and training

70 Doing

20 Sharing

10 Knowing

Measuring

Samurai G

Singularity University

Corporate Finance

E&P Fundamentals

EngIQ

Leading@Galp

Mindfulness

Our Partnerships

Training indicators