Reenergise our people
Our focus on developing new capabilities promotes agility and enhances organisational performance, supported by our five strategic pillars: Care, Cultural Change, Leadership Development, People Experience and New Ways of Working.
A significant outcome of this strategy is our internal mobility program, which is a development opportunity for our employees.
Attract and empower talent
Galp is committed to address the challenges ahead, managing talent and empowering the workforce through training actions, highly focused on new trends and the energy transition.
At Galp, we constantly seek to promote a closer relationship with the academic community. We want to continue being a key employer in our sector and in the countries where we operate. And as such, we invest in the development of contact initiatives and sharing of experiences and know-how between universities and Galp, in order to attract potential talent.
We also do this through the assignment of internships of various types and Generation Galp, our trainee program, which has been a consistent source of entry for new and qualified generations of employees in the company.
In 2025, we launched a cross company training plan aimed at addressing mandatory training needs common to all employees, regardless of role or geography, structured into three distinct phases: Understanding Artificial Intelligence, Sustainability, and a third phase on Business Continuity, to be implemented in 2026. In addition to this mandatory training plan, we introduced a set of recommended courses on LinkedIn Learning and Coursera.
Performance management
Our performance management model is based on a continuous feedback culture, which characteristics we highlight:
- Its universality;
- Its focus on people's motivation and development;
- An orientation towards meritocracy and differentiation;
- Its coherence and integration;
- Its objectivity.
Thus, the new model particularly values the behavioural skills, which are directly related to Galp’s values because of the importance given to "how it is done" and not just "what one does". The model's ability to differentiate the degree of responsibility in achieving the objectives is also worth noting.
Creating a recognition culture
We continue to invest in our GROW (Great Recognition of Outstanding Work) program, with the goal of promoting a culture of recognition and experimentation. In 2025, more than 180 employees were recognized.
Benefits and compensations
At Galp, we are concerned with the overall well-being of our employees, and we provide them with a number of benefits. Our organization provides a set of social insurance policies to the majority of our employees and pensioners beyond those provided in the Portuguese Labour Code (for example, health insurance and life insurance).
In 2025, another cycle of flexible benefits plan was launched, achieving a 42% adoption rate, with the aim of maximizing and personalizing the benefits associated with variable compensation.
The flexible benefits plan allows each employee to choose, in a dynamic, flexible, and participative way, the additional benefits that he/she wants to use, recognizing that different people have different needs and that the needs vary over time. Aligned with the best market practices, benefits in the areas of mobility, health, retirement, education, and technology are available on an optional basis, without partial or total loss of any available benefits. The aim is to reinforce the values of the company, extend the social protection areas, and reinforce the employer brand of the organization.
Labour relations
The employees of the Group’s companies elect Committees to represent them, and Management representatives meet monthly with these employee representatives. The goal of these meetings is to present, analyse, discuss and clarify issues and situations of labour nature that are considered relevant for the life of the Company and our employees.
The Group's companies (Petrogal, Enerfuel, SAAGA, Galpgeste) held several meetings to discuss labor-related topics such as working conditions, salary raises, and benefits for employees. Other topics, such as refinery, teleworking, performance assessment, Dividend Distribution Policy, Pension Fund, Gender Equality, Safety, results, among others, are part of the Worker’s Commissions and Sub-Commissions meeting’s agenda.
Organizational climate diagnosis
Galp regularly conducts employee surveys to monitor organisational climate and engagement levels. In 2025, we enhanced our organisational climate assessment approach by replacing the Pulse survey with the Great Place to Work (GPTW) framework, which brings an internationally recognised methodology aligned with best practices in people management. This change enables a more robust analysis of our culture and employee experience, with indicators comparable to global benchmarks. Adopting this new methodology reinforces our commitment to improving the work environment, helping to identify opportunities for enhancement and strengthening organisational culture.
We will continue to identify high-impact areas with lower scores, and, in collaboration with the different Business Units, define action plans to address these concerns by continuously monitoring the impact of the initiative and promoting frequent communication with all employees throughout the process.
Internal communication tools
Aware that communication is fundamental in engaging with our employees, we have a series of tools for communication and for promoting the sharing of information, namely via intranet (mygalp), digital periodical newsletters, videos, clipping of media articles related to the Company, to the sector, market and trends, etc.