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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
  • > 765 Trainees
  • 61% retention overall
  • Currently, around 20% of Galp's management positions are held by employees who started their careers in the Company as trainees
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 1,554 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

At Galp, performance management is based on a culture of continuous feedback, which contributes to the alignment of each employee with corporate strategy, goals and values. 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 2021, 100% of employees were covered by performance appraisals.                                                       

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.

In 2021, Galp registered 170 people changing between departments, originating in over 30 departments and with new allocations to over 40 departments.

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.

Galp won the 2021 Human Resources Awards, for the 3rd year in a row, in the Academies category, among several companies evaluated on the basis of good practices, initiatives and policies shown and disclosed throughout the year.

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 2021, we invested c. €1.8 m in 181,655 hours of training.

 

Projet Objective Impact
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. SU is also our partner in some leading programmes.

  • 2019: 151 participants involved in a two-day summit and in a workshop

  • 2020: Remote Talks with 250 participants
Rock in Rio Innovation Week

We are founding partners of the 2nd edition of Rock in Rio Innovation Week. The face-to-face event was postponed to 2021 but throughout 2020 we had several content and online meet up focused on topics such as: emotional intelligence, growth mentality, focus, personal and collective leadership, and other competencies that strengthen us as individuals.

  • 8 meet-ups (2 face-to-face and 6 virtual)
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

  • 1st Kick-Off Programme 247 participants and Learning assessment average of 4.1 (on a scale of 1 to 5)

  • During 2021, the programme counted with 14602 hours of participation, achieved by 4485 participations in 16 different types of sessions

  • NPS average of 7.9/10
Meditation

Meditation programme with online sessions, for Galp’s People of all countries, cultivating a habit of healthy living.

  • Since 2020, the program reached more than 1,000 people

  • NPS average of 8.7/10
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 
Mentoring
 Development takes plays by sharing important knowledge while addressing strategic organizational needs and focusing on the professional and personal development of the mentee. The mentor is not in any direct reporting line with the mentee.

  • 224 mentees

  • 145 mentors

  • 3,360 hours
Tech Boost
 Promote knowledge in identifying and using data to guide and inform business decisions. Several topics were addressed, such as: Digital Transformation, Data-Driven Culture, Big Data & Data Collection, Machine Learning, Artificial Intelligence, RPA, among others.

  • 51 professionals

  • 2,142 hours
Let's Get Digital
 Data Literacy Programme which gathers customized learning content and aims at developing skills that allow employees to accelerate the transition process to an increasingly agile and digital organization.

  • more than 50 online courses

  • content updated daily
Data Literacy Programme

The program encompasses, along with other strands, and academic learning strand covering over 200h of training led by Porto Business Scholl and IDC.

The learning paths available to all Galp population are:

  1. Data Fundamentals - to create awareness and engagement with data by being able to speak, write and think data
  2. Data Operations - to create and use data products to be able to argue with and about data
  3. Data Excellence - to be able to innovate through data by exploring its potential to answer business needs
  4. Data Strategy - to promote engagement, alignement and empowerment of data strategy within each team

  • 808 participants

  • 138 completed the Data Fundamentals learning path

  • 76 were involved in the Data Operations path

  • 50 involved in Data Excellence

  • 19 involved in Data Strategy

  • Overall NPS of 8.9/10
Remote Talks@Galp
  

2020: 45 sessions; 1,155 participants; 2,772 hours with a Learning assessment average of 4 (on a scale of 1 to 5)

2021: 14 sessions, 2,772 participants

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

 

  2018 2019 2020 2021
Total training hours (h) 116,200 201,854 169,368 181,655
Average number of training hours per employee (h) 18 31 28 30

 

 

 

Training hours              
  2018 2019 2020 2021
  Women Men Total Women Men Total Women Men Total Women Men Total
Top managers 284 1,679 1,962 253 1,862 2,115 415 1,425 1,840 564 1,862 2,425
Middle managers 7,043 5,626 7,323 2,849 8,388 11,237 1,819 4,949 6,768 9,986 15,396 25,382
First line managers 1,697 10,295 17,338 10,650 13,764 24,413 8,026 14,100 22,125 2,391 6,596 8,987
Specialists 25,994 40,395 66,389 33,232 50,745 83,978 18,525 32,328 50,853 21,814 33,301 55,114
Others 6,580 16,628 23,207 29,072 51,039 80,112 34,880 52,901 87,782 36,767 52,979 89,746
Total 41,597 74,623

116,220

 76,056 125,798 201,854 63,665 105,703 169,368 71,521 110,134 181,655

 

Hours per employee            
  2018 2019 2020 2021
  Women Men Total Women Men Total Women Men Total Women Men Total
Top managers 40.5 42.0 41.8 36.1 45.4 44.1 46.2 39.6 40.9 56.4 45.4 49.5
Middle managers 40.4 41.4 41.1 69.5 60.3 62.4 41.3 41.2 41.3 195.8 109.2 134.3
First line 43.2 35.5 38.3 64.5 48.1 54.1 52.1 49.0 50.1 13.3 21.4 19.2
Specialists 35.3 34.2 34.6 45.8 44.0 44.7 30.2 33.2 32.0 34.0 35.1 34.2
Others 3.8 8.1 6.2 16.2 25.1 20.9 25.4 19.5 22.7 20.1 26.5 23.4
Total 15.4 20.1 18.1 27.8 34.5 31.1 24.4 30.2 27.7 26.4 32.0 29.5
Subjects Training hours 2021
HSE and Quality 36,352
Languages 11,170
IT 21,617
Behavioural and leadership 39,352
Technical 47,589
Management 7,407
Accounting and finance 1,332
Retail marketing management 5,062
Human Resources 3,959
Procurement and Logistic 412
Legal 6,759
Administrative and secretariat 142
Digital and innovation 28,518
Human rights 4,398
Energy transition 288

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