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. In addition, we continued to expand our employee benefits.
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 early 2024, we launched the Expand program, which has an approach centred on each employee’s learning needs and provides access to various learning resources, which can be customized to different career stages and adapted to each employee’s time availability.
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
Several improvements have been implemented to the performance appraisal model to incorporate organisational feedback and strengthen cultural alignment and enhance the overall experience by simplifying the process and achieving better model results.
We also launched the GROW (Great Recognition of Outstanding Work) programme, to promote a culture of acknowledgment and experimentation.
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 addition, we have implemented a flexible benefits program, with the objective of maximizing and customizing the benefits associated with variable remuneration. 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.
See also health and safety topics covered in formal agreements with trade unions.
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, Galpesge) 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
For another consecutive year, we performed a pulse survey that was sent to all employees. The survey is designed to improve our understanding of how we are progressing on key issues that are part of our overall experience in the organisation and to identify opportunities for improvement.
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.
The Employee Portal
The Employee Portal has progressively established itself, over the years, as an important tool for streamlining and dematerializing operational human resource processes. We aim to increase productivity, the quality and level of the service rendered.
The Employee Portal is a web solution with an important set of benefits:
- It gives employees autonomy of access to services and information through an intuitive and simplified interface;
- It provides managers with a set of tools to improve the efficiency and effectiveness of the work teams' management while reducing the administrative burden;
- It enables the modernization and simplification of procedures, the increase in efficiency/effectiveness, and the rationalization of operating costs;
- It allows human resources professionals to direct their attention to activities of greater strategic contribution to the Organization, minimizing their involvement in tasks with a reduced added value.