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.
(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.