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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
  • In 2019, we welcomed 26 new members to our team
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.
  • 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.

In 2019, the performance appraisal process covered about 97% of employees.                                                           

We promote mobility

Mobility benefits people and teams. At Galp, the mobility programme is part of an integrated approach to the development of our people and building their careers, exposing them to new contexts and challenges. Mobility options are analysed 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, behavioural 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 behavioural skills, favouring 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 2019, we invested c. €34 m in 201.854 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, 94 people involved

  • Learning assessment average of 4.6 (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.

  • 151 participants involved in a two-day summit and in a workshop.
Rock in Rio Innovation Week

4 immersive days with learning experiences focused on human innovation: personal and professional development. During this week, we talked about different topics such as emotional intelligence, growth mentality, focus, personal and collective leadership, and other competencies that strengthen us as individuals.

  •  63 participants

  • 2016 learning hours

  • Learning assessment average of 3.8 (on a scale of 1 to 5)  
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

  • 79 participants

  • Learning assessment average of 3.8 (on a scale of 1 to 5)  
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 behaviour, 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.

  • Target: a group of 700 professionals in management and leadership roles at a global level

  • Expected start: Q4 2020
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 550 people

  • Learning assessment average of 4.5 (on a scale of 1 to 5)  
Leadership Experience

Monthly sessions with the main objective of discussing and analysing some topics which are important on a day to day basis to the leaders. These topics will be developed over the commercial programme or with other Galp programmes (for example, Leading@Galp). We build the future through the development of our people, making talent emerge and thus creating a stronger energy.

  • Leading Team – Commercial Unit

  • 150 participants

  • 8 sessions for 2020 

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 2019
Total training hours (h) 173.370 177.578 196.806 185.730 116.200 201.854
Average number of training hours per employee (h) 25 26 29 29 18,1 31

 

 

 

Training hours  
  2016 2017 2018 2019
  Women  Men Total Women Men Total Women Men Total Women Men Total
Top managers 40 1.869 1.909 140 2.109 2.249 284 1.679 1.962 253 1.862 2.115
Middle managers 1.888 6.746 8.635 2.370 7.145 9515 7..043 5.626 7.323 2.849 8.388 11.237
First line managers 9.069 13.472 22.541 10.036 16.174 26.210 1.697 10.295 17.338 10.650 13.764 24.413
Specialists 33.764 40.441 74.205 28.139 37.202 65.341 25.994 40.395 66.389 33.232 50.745 83.978
Others 38.472 51.045 89.517 29.487 52.928 82.415 6.580 16.628 23.207 29.072 51.039 80.112
Total 83.233 113.574 198.806 70.172 115.558 185.730 41.597 74.623

116.220

 76.056 125.798 201.854

 

Hours per employee
  2016 2017 2018 2019
  Women  Men Total 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 36,1 45,4 44,1
Middle managers 42,9 48,5 47,2 52,7 49,3 50,1 40,4 41,4 41,1 69,5 60,3 62,4
First line 56,7 50,6 52,9 62,3 61,0 61,5 43,2 35,5 38,3 64,5 48,1 54,1
Specialists 53,3 38,9 44,4 43,6 36,2 39,0 35,3 34,2 34,6 45,8 44,0 44,7
Others 21,3 21,9 21,6 16,4 23,6 20,4 3,8 8,1 6,2 16,2 25,1 20,9
Total 30,4 27,9 29,0 26,2 30,5 28,7 15,4 20,1 18,1 27,8 34,5 31,1
Subjects Training hours 2019
HSE and Quality 42.223
Languages 31.449
IT 8.553
Behavioural and leadership 36.281
Technical 39.535
Management 13.437
Accounting and finance 4.570
Retail marketing management 8.402
Human Resources 1.571
Procurement and Logistic 978
Legal 932
Administrative and secretariat 200

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