Galp as a great place to work

We recognise that it is important to nurture lifelong opportunities, advance knowledge, and skills, encourage diversity and inclusion, promote well-being, and guarantee the respect of human rights, full human potential is inextricably tied to sustainable development. Galp is a firm believer in managing human potential and talent through an integrated approach that is deeply rooted in recruitment, integration, performance management, reward, recognition, learning and training, mobility, wellbeing, as well as with sustainability and company’s values.

In 2021, we redefined our purpose. We prioritize innovation and agility always empowering our people and protecting the planet. We put our customers first, reaching out to them as One Galp that provides them with the energy solutions they need, while restoring the connections between nature and humanity that are essential to revitalize our communities. We will communicate openly and with compassion, to earn their trust. By doing this, our Galp brand image will, inevitably, regenerate, becoming an exciting place to work.

 

Energise our people

As one of the three pillars of our new purpose, we are committed to energising our people. A piece of that is our ambition to make Galp a great place to work, that enables our people to unleash their ultimate potential.

We are working in new capabilities, taking advantage of our solid learning culture to drive agility and high performance throughout the organization aiming to create:

  • Care | Fair, competitive and transparent rewards, recognition and focus on wellbeing
  • Cultural Change | Sense of purpose and cultural change towards flexibility and trust
  • Leadership Development | Human centered leaders that walk the talk, empower and enable a One Galp culture
  • People Experience | Performance succession planning, learning culture, DEI, new talent pools
  • New Ways of working | Structures and ways of working, agile, new skills, benchmark for efficiency

In 2021, we started working on people analytics, using data to better manage our human capital, ensuring we get the right people, in the right places, doing the right things to achieve the organisation’s strategy, all at the right cost. An important output of this is our internal mobility programme that acts as a development opportunity for our employees, allowing them to diversity experiences and networks while also contributing to improve their agility. We promote internal mobility as a continuous and crucial part of our People strategy. In 2022, 334 people changed internally between departments, with 32% of the total internal hires being filled by internal candidates.

In our journey to make Galp the greatest place to work and an organisation truly focused on its people, we launched another People Strategic Program, the Endorse – Referrals program. This program gives employees the opportunity to refer professionals who, in their opinion, would be a perfect fit for the open positions at Galp

Aligned with our new purpose, we extended our benefits to employees, prioritizing initiatives that leverage our energy transition path like offering special deals for all Galp employees in Galp Solar PV installations, electricity, natural gas, fuel and other energies and services.

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. Some of our learning projects can be found in our Integrated Annual Report or in the tab below.

In addition to several internal programmes to promote young talent, Galp recently joined the Portuguese “Pacto para Mais e Melhores Empregos para os Jovens” (Pact for More and Better Jobs for Young People), an initiative promoted by Fundação José Neves with the sponsorship from the Portuguese President. This pact aims to contribute to the employment of young people with each signatory company committing to, until 2026 and with specific metrics and targets, hire, retain, train, develop, guarantee quality employment and give voice to the younger generation. For 2026, we have the goal to increase in 12 p.p the total of young people working in Galp.

Learning & 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).

 

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.

When it comes to attracting young talent, in 2022, Galp promoted several initiatives, with impact in several geographies where we operate:

  • Generation Galp

The 24th edition of the programme welcomed 51 trainees, 46 in Portugal, 2 in Spain and 3 in Brazil, 53% of which are women and 47% are men. The range of qualifications was varied with 84% of them having a master’s degree, 12% having a bachelor degree and 4% having a technical-professional course background. The Generation Galp programme has been a solid source of entry for new and qualified generations of employees into the company, with a retention rate of 70% of all participants, since its first edition.

  • Ready.Set.Galp

For the second year in a row, Galp launched the “Ready.Set.Galp” student internship programme with the goal of providing the first work experience to those who are finishing university. In 2022, Galp welcomed a total of 9 interns, 4 of which are men and 5 women, spread across the Commercial, Corporate, Industrial and Energy Management and Renewables & New Businesses teams.

  • Master degree on Oil Engineering

In 2022, Galp had 12 students attending the internship programme, 4 Portuguese and 8 Brazilian, with a gender balance of 58% female and 42% male. After the programme, 2 students were integrated in Galp, currently working in the Upstream engineering and Innovation teams.

  • Galp Integration Program

In 2022, integrated in the “Together for Ukraine” taskforce, we launched the Galp Integration Program (GIP). This program aims to help people coming from Ukraine to get settled in Portugal, allowing them to find a new career opportunity in their field of expertise and to continue pursuing their professional path. We provided to all selected candidates a financial support package to help in their settling in Portugal and finding real opportunities that meet their knowledge and capabilities. A total of 17 applicants joined the company, 71% of which are women and 29% men.

  • Mentoring@Galp

This year we launched the mentoring programme 2022 edition, with the ultimate goal to enable the sharing of important knowledge, between mentors and mentees, while addressing strategic organizational needs and focusing on the professional and personal development of all the mentees. This year’s edition, so far, involved 24 mentees and 22 mentors. Final data, including hours of interactions, will only become available in the end of the programme.

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)
  2019 2020 2021 2022
Total training hours (h) 201,854 169,368 181,655 191,551
Average number of training hours per employee (h) 31 28 30 28.5

 

 

 

Training hours    
  2019 2020 2021 2022
  Women Men Total Women Men Total Women Men Total Women Men Total
Top managers 253 1,862 2,115 415 1,425 1,840 564 1,862 2,425 502 1,933 2,434
Middle managers 2,849 8,388 11,237 1,819 4,949 6,768 9,986 15,396 25,382 3,028 6,307 9,334
First line managers 10,650 13,764 24,413 8,026 14,100 22,125 2,391 6,596 8,987 11,747 13,522 25,269
Specialists 33,232 50,745 83,978 18,525 32,328 50,853 21,814 33,301 55,114 29,820 36,783 66,604
Others 29,072 51,039 80,112 34,880 52,901 87,782 36,767 52,979 89,746 37,959 49,950 87,910
Total 76,056 125,798 201,854 63,665 105,703 169,368 71,521 110,134 181,655 83,056 108,495 191,551

 

 

 

Hours per employee                  
  2019 2020 2021 2022
  Women Men Total Women Men Total Women Men Total Women Men Total
Top managers 36.1 45.4 44.1 46.2 39.6 40.9 56.4 45.4 49.5 45.6 41.1 42.0
Middle managers 69.5 60.3 62.4 41.3 41.2 41.3 195.8 109.2 134.3 40.9 36.7 37.9
First line 64.5 48.1 54.1 52.1 49.0 50.1 13.3 21.4 19.2 49.8 36.2 41.4
Specialists 45.8 44.0 44.7 30.2 33.2 32.0 34.0 35.1 34.2 44.0 36.2 39.3
Others 16.2 25.1 20.9 25.4 19.5 22.7 20.1 26.5 23.4 19.0 23.7 21.4
Total 27.8 34.5 31.1 24.4 30.2 27.7 26.4 32.0 29.5 27.7 29.2 28.5
Subjects Training hours 2021 Training hours 2022
EQS 36,352 40,887
Languages 11,170 30,748
IT Systems 21,617 17,124
Behavioural and leadership 39,352 19,427
Technical 47,589 35,794
Management 7,407 9,205
Accounting and finance 1,332 2,586
Commercial marketing management 5,062 19,397
Human Resources 3,959 6,308
Provision & Logistics 412 550
Legal 6,759 2,263
Administrative and secretariat 142 145
Digital and innovation 28,518 10,807
Human rights 4,398 1,206
Energy transition 288 5,224

 

 

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.

In 2022, the performance assessment process covered 100% of Galp’s employees. Additionally, the 360º methodology covered 98% of employees.

Creating a recognition culture

In 2022, we launched GROW (Great Recognition of Outstanding Work), a recognition program which main purpose is to promote a culture of recognition along with a culture of experimentation throughout the Group, which is essential for the pursuit of Galp's transformation process. It recognises new ideas materialized in extraordinary results that contribute to effective improvements in safety, operational efficiency, organisational agility, cost reduction, investment optimization, sustainability, partnerships, among other contributions likely to support the achievement of the Group's main objectives and challenges. Between August and December 2022, a total of 148 employees were recognised and awarded.

In addition, we continued to simplify some people management processes, aiming to create a more dynamic environment and empowering the organisation. In 2022, the performance assessment model was reviewed, responding to the organisation’s need for reinforcing cultural alignment and incorporating a more agile mentality in Galp’s DNA, adjusted to our cultural principles. Extensive training for all the managers/evaluators in Performance Evaluation, Calibration and Feedback skills was provided at the end of the year, aiming to ensure that all evaluators correctly assess performances by analysing behaviours, skills and attitudes aligned with Galp’s cultural principles.

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.

In 2022, the Group's companies (Petrogal, Enerfuel, SAAGA, Galpesge) held 14 meetings to discuss labor related topics and 8 Worker’s Plenary to discuss 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. At this level, 16  meetings were held during 2022.

Organizational climate diagnosis

Galp's strategic objective is to create an organizational climate that fosters a sense of belonging, of career perspective, and of development, so that each employee feels the motivation and the sense of mission that are necessary to carry out their duties.

In this sense, in 2022 we carried out a new diagnosis of the organizational climate, based on a questionnaire that is in line with the best international practices in this matter, creating another channel for our employees to make their voices heard and to contribute for the setting of action priorities for the following years.

  2018/2019 2021 Target 2022
Employees engagement level 79% 74% 75%(1) 74%
Participation rate - 82% - 66%

(1) Engagement level aligned with 55 high-performing organisations globally, as per Korn Ferry's study

Highlighting that, in 2021, 83% of our employees feel proud of working in the Company and 92% feel they are treated with respect.

The action plans that were set for 2022, which resulted from the organizational climate diagnosis results analysis, will focus primarily on the dimensions with less solid results and where we can improve as an organization. At the same time, we will focus on reinforcing our differentiating factors and on which the perceptions are already positive.

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.

Advocate people's wellbeing as top priority

We are committed to making Galp the greatest place to work and for that we are focused in giving people the best working conditions, promoting safety, health and well-being in the workplace.

Promoting flexible work conditions

In 2022, we fully implemented the “Smart Work” – Hybrid Home Office Policy – that started during the Covid-19 pandemic, which consists in flexible work schemes, providing better conciliation options, in order to promote a better work-life balance. This goal was confirmed by a survey where the respondent employees rated 7.89/10 considering their level of satisfaction with the new model and 4.29/5 when asked if the new model helped having better work-life conciliation. On the note of promoting flexible and agile ways of working, in 2022, agile spaces were inaugurated in our headquarters to accelerate the company's digital transformation journey with auditoriums for retrospectives, design thinking sessions or lean inceptions, break rooms and individual corner desks to foster collaborative and agile work.

Protecting the health of our people

2022, a year in which the world is still recovering from the impacts of the covid-19 pandemic, Galp continues to ensure that all employees have a safe and healthy work environment, promoting health & wellbeing as a part of their daily activities.

In 2022, our Occupational Medicine continued to perform periodic medical examinations, important for employees due to the new challenges of work, such as remote work, the use of technologies, the reconciliation of work and personal life, lifestyles, socialization and the respective impacts on their physical and mental health. We also continued to monitor the situation arising from the COVID-19 pandemic, seeking to ensure, at all times, adequate health and safety conditions to prevent the risk of contagion, through the identification and dissemination of restrictive measures adapted to each reality.

Wellbeing is a strategic pillar for Galp as our aim is to have an ongoing plan with several initiatives available to our employees that aim to promote their wellbeing helping with health, mental and physical challenges they may be exposed to. Galp is focused on ensuring an equal experience of health and wellbeing for each of our people, in all locations and geographies, ensuring that all feel healthier, more productive and happier.

In 2022, we continued to promote several initiatives, in all geographies, namely: nutrition consultations (in Portugal and Spain), mental health support (in Portugal and Cape Verde), Yoga, Pilates and gym partnerships (in Spain and Brazil), physiotherapy (in Spain and Cape Verde), providing mental health and suicide prevention workshops (in Portugal, Cape Verde and Mozambique) among others. Aligned with our commitment to foster a culture of parenting protection and support, we developed a parental kit, with information on all the relevant new parenting topics such as rights and duties, legal regime, useful contacts and procedures and the delivery of physical parenting kits to all new.

The challenges for 2023 are deeply related to the world’s new reality, with an underlying scenario of prolonged uncertainty. This cycle began with the pandemic and was reinforced by the war in Ukraine, earlier this year. In this context, Galp's main focus is on people, as the resilience of our strength lies in a work environment where each of our people has the necessary tools to better adapt to adverse situations, being able to manage stress and remaining motivated. 

Monitoring our performance

Galp constantly monitors its programs’ performance, collecting key indicators on occupational health and medical surveillance.

Collecting that information leads us to the conclusion that the impact has been positive and is reflected in the following factors:

  • Development of a culture and operational procedures associated with safety and health at work;
  • Lower incidence of occupational diseases.
  2019 2021 2022
Number of admission medical examinations 326 489 719
Number of occasional  medical examinations 3,604 3,361 2,532
Number of periodic  medical examinations 2,855 2,872 3,318
Total 6,785 6,722 6,569

We promote the health and well-being of our employees and their families through the following actions:

  • We foster the adoption of healthy behaviors and an active lifestyle (e.g. nutrition and cardiovascular diseases appointments, and obesity prevention).
  • We promote thematic conferences covering topics such as active and positive lifestyle, healthy life habits, how to adopt a healthy eating on a day-to-day basis, psychosocial risks, stress management, burnout, among others
  • We Promote nutrition and prevention of cardiovascular accidents appointments;
  • We implemented personal development programs and emotional intelligence management programs, with a view to promoting well-being;
  • We have developed campaigns to raise awareness and prevent diseases and epidemics in areas at risk: (e.g. Zika virus, Ebola, dengue, malaria, HIV, tuberculosis, etc.);
  • We periodically carry out campaigns to raise awareness on the risks connected to travelling. The risks from travelling in different geographical areas can be minimized if the traveler acts in an informed and preventive manner, taking the necessary precautions before, during and after the trip. 
  • We promote prior medical appointments, where the employee is informed of the main warnings, recommendations, and preventive as well as precautionary measures regarding the concerned geographic area.

We guarantee medical surveillance to protect our people, our partners, and communities, through the following actions:

  • We assess our activities’ effects on the health of our people, partners and communities, in the various geographic areas we operate in. We ensure health surveillance in three key areas:
    • Conducting periodic medical examinations of employees, in compliance with protocols defined according to the activity’s risks;
    • Assessing and preventing physical, chemical, biological and ergonomic risks;
    • Disease prevention and early diagnosis.
  • We actively promote employee awareness, by issuing alerts with the main care to be carried out at each location and in every work trip;
  • We monitor key indicators and develop specific programs that are tailored to risk groups, geographical areas and activities.

Protecting our people also means taking care of them in adverse times, whether it is an accident or the sudden onset of an illness.

For that reason, in protecting our people's health we ensure emergency relief in all geographical areas:

  • Provision of health care in the event of an accident at work, until the employees’ full recovery, including their return and full integration in their work position;
  • Provision of health care to employees and their families - in case of illness or personal accident - including repatriation and emergency medical evacuation in the case of expatriates.

With national coverage, Galp has Medical Centers, ensuring through them both Occupational Medicine Services and Curative Medicine Services, ensuring access to primary health care (general and family medicine and internal medicine) and including some specialties such as Dentistry and other frequently used, making available to its employees a set of excellent clinicians and health assistants.

Medical Centers by geographical areas:

  • North- Matosinhos and Matosinhos Logistics Park
  • Center - Rua do Alecrim and Torres de Lisboa
  • South - Sines Refinery and Santo André

Main services provided:

  • General and Family Medicine Appointments
  • Dentistry Consultations & Treatments
  • Specialty consultations (Occupational Medicine, Ophthalmology, etc.)
  • Medical examinations of fitness for work (admission, periodical and occasional)
  • Clinical analysis
  • Nursing treatments (placement and reapplication of dressings, injections, vaccines)
  • First Aid
  2022
Number of weeks of fully paid primary parental leave offered 17
Number of weeks of fully paid secondary parental leave offered 4
Parental leave retention rate 100%

 

For Petrogal employees, a monthly allowance for children is provided. According to the Company’s agreement, the allowance applies to children of employees from 2 months-5 years and aims to help with kindergarten costs. The allowance is payed 11 months/year and the value is adjusted each year to consider the market environment. Financial support is also given to employees with children with motor,mental or intellectual disabilities.