Percentage of employees receiving regular performance and career development reviews, by gender and by employee category
The data shown in the table below refer to participants in the assessment process throughout this financial year:
|Performance assessments and social development at Repsol|
|Total number of employees||4,373||11,045||15,418||5,333||12,942||18,275||4,951||11,773||16,724|
|Employees with performance review by professional category|
|Operatives and Subordinates||320||2,802||3,122||335||2,916||3,251||353||2,998||3,351|
|Percentage of the total employees||63||67||68|
*The calculation criterion was modified for 2014 and 2015 - this is based on the number of employees.
We continued to evolve in 2016 and unified our performance assessment model for employees excluded from collective bargaining agreements. The model unifies criteria, consolidates methodologies and integrates best practices. A separate evaluation is drawn up for How (behavior patterns) and What (results) in terms of achievement of individual targets, and the level of achievement of individual targets and the level of achievement of collective targets define the annual variable remuneration to be earned.
|Nº of sessions||Nº of people||Nº of sessions||Nº of people||Nº of sessions||Nº of people|
Mobility forms part of the Repsol culture, and is a key factor in company growth and sustainability and also in terms of development of people, harvesting experience and knowledge in new environments in different functions and/or in functions that are much more complex, thereby allocating the best possible profiles to the company's new integrated structure.
|Nº of moves||% women||Nº of moves||% women||Nº of moves||% women|