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Latest news & stories | View response in: Español

Responding department: Subdirección de Responsabilidad Corporativa, Relación con Comunidades y Derechos Humanos

Stock exchange symbol: (REP:SM)

Does your company have a publicly available commitment to respect human rights?

Yes, stand-alone human rights policy: [link]   

Other relevant policies:

Ethics and Conduct Code: [link]

Policy on People Management: [link]

Corporate Security Policy: [link]

Community Relations Policy: [link]

Policy on Relations with Indigenous Communities: [link]  

Ethics and Conduct Code for Suppliers: [link]

All the policies are based on international standards such as the United Nations Global Compact Principles, the International Labour Organization (ILO) Fundamental Principles and Rights at Work and Convention No 169, the OECD Guidelinesfor Multinational Enterprises or lines of action of the International Association of Oil & Gas Producers (OGP).

For more information:  [link]

Update 2016:

Commitment to indigenous peoples: [link]

Labor Relations Policy: [link]

General purchasing and contracting conditions: [link]

How are human rights governed in your company?

Where is the lead responsibility for human rights located, and why?

The Community Relations and Human Rights Unit is located in the Executive Division General Council and Secretary of the Board of Directors.

In addition, Repsol’s Ethics Committee, which was established in late 2006, is the body responsible for overseeing compliance with the Ethics and Conduct Code and all of its content, including compliance with the Declaration of Human Rights. Our Executive Division People and Organisation (that is to say, Human Resources) is responsible for implementing the Policy on People Management. [link] )

Likewise, respect for and the promotion of human rights are incorporated into our management system, for implementation by the various organisational units. The Respect for Human Rights Policy, Community Relations Policy, Policy on Relations with Indigenous Communities, Regulation for Action in Relations with Indigenous Communities, Health, Safety and the Environment Policy, Environmental, Social and Health Impact Assessment (ESHIA) Standard and the Anti-corruption Policy.

Does any board member or board committee have oversight of human rights issues?


What is the relevance of human rights considerations to the company’s business model and strategy?

The importance of human rights is reflected in Repsol’s vision and is deployed in the company’s values. “A global company that seeks the welfare of people and is a step ahead in building a better future through the development of smart energy”.

This vision is based on seven fundamental attributes for Repsol that are connected with respect for human rights:

Repsol team: Our team is made up of committed people who share a project for the future, whose success is based on proactivity, an innovative attitude, leadership and professional and personal development, with five values that underpin our management style.

Environmental commitment: Acting under criteria of maximum safety and reliability in our operations.

Responsibility to the social environment: At Repsol we respond to society's current and future energy needs, under the parameters of respecting and developing the communities we relate to with a proactive and neighbourly attitude.

Technological innovation: We are constantly searching for energy solutions based on eco-efficiency and new energy. That is why we actively participate in developing technologies that guarantee a more sustainable future.

Transparency: Transparency is a key value at Repsol. This is the main guarantee of the company's ethical performance.

Trusted products and services: At Repsol we gain the trust of society and our customers with innovative products and services that give a differential value, supported by an emotional link to the Repsol brand.

Solid business: We ensure solid business growth in the medium and long term based on the integration of our businesses and on successful projects through a strategy focused on constantly generating value. [link]

Likewise, the Respect for Human Rights Policy recognises that due to the nature of its activities and the conditions in some of the environments where it operates, there are some areas of greater risk of potential impact on human rights:

Potential impact on human rights in communities in the area of influence of operations.

Potential impact on human rights arising from relations with public and private security forces.

Potential impact on human rights arising from business relationships. [link]

Update 2016:

The policies are approved and communicated at Executive Committee.

The Board of Directors has created a Sustainability Commission, replacing the former Strategy, Investment and Corporate Social Responsibility Committee. [Link]

Repsol's corporate and country-level bodies and units are responsible for applying the system for coordinating its corporate social responsibility model (including human rights). For more information on Coordination System see [link].

80% Actions of Sustainability Plans linked to variable remuneration, including human rights. For more information see [link]. 80% of the 163 Actions under the Human Rights Programs shared in the Sustainability Plans form 2014, 2015 and 2016 are linked to the variable remuneration.

Our corporate risk map includes risks of breaches of Human Rights [link]. The main types of risks linked to due diligence on human rights are those connected to human resources, ethics & conduct, compliance ([link]).

Human rights session with Repsol’s Executive Committee at a private meeting chaired by the Chairman and CEO. For more information see the 2013 Report, page 113 ([link]).

How are human rights managed within your company?

How are actual and potential human rights impacts identified and assessed?

The ESHIA Standard was approved in 2011 and came into force in December 2012. This Standard is applicable worldwide and incorporates human rights issues into impact assessment processes to ensure that they are taken into account from the investment project design phase, thus enabling human rights risks to be properly identified.

The scope of this Standard at least includes human rights protected by the Universal Declaration of Human Rights (1948) and international instruments that have arisen therefrom: the International Covenant on Civil and Political Rights (1976), the International Covenant on Economic, Social and Cultural Rights (1976) and the ILO’s eight core conventions.

For more information: [link]

What steps are taken to prevent or manage negative human rights impacts?

At Repsol, we are making progress on the implementation of the UN Guiding Principles on Business and Human Rights by modifying processes, training and communication to consolidate a culture of respect for rights within the company. Through different means, Repsol deploys actions aimed at the human rights of:

Our employees

Local communities

Our commercial relationships

For more details: [link]

How is the importance of human rights signalled to business partners?

In activities where Repsol is not the operating partner, we use our influence to ensure that our partners implement our regulations and management systems and apply ethical, social and environmental principles and systems equivalent to our own. Our corporate responsibility requirements are communicated to partners mainly via technical committees.

Since 2013, Repsol has striven to include anti-corruption, human rights and safety and environmental clauses in Joint Operating Agreements (JOAs). These clauses expressly state that the operator must respect internationally recognised human rights, avoiding breaching the human rights of others and addressing any negative human rights impacts resulting from any joint venture in which Repsol is involved. [link]

What training is conducted for staff and business partners?

We promote specific human rights training, providing tools so that employees understand the potential human rights implications of their functions.

In 2014, we promoted the online human rights training developed by the company in 2012, enabling all Repsol employees to understand the scale of the company’s commitment, the framework in which it is set and how it is being implemented.

Since its launch, over  6,700 people have taken the course (more than 5,500 in 2014).

In addition, we offered specific classroom-based sessions for individuals assigned to particularly relevant functions:

Ethics and human rights module as part of the annual training forums for Purchasing and Contracts staff.

Human rights sessions for new professionals on the Master’s course in Energy Management at the Repsol Ongoing Education Centre (CSFR).

Specific training courses for our teams of community relations experts.

Training workshops on Human Rights Impact Assessments.

Training workshops on Grievance Mechanisms that are effective at an operational level.

How does the company track the effectiveness of its actions on human rights?

The effectiveness of Repsol’s human rights actions can be tracked in the Corporate Responsibility Report, in which year-on-year progress made on the implementation of the Guiding Principles in Repsol’s processes is explained. For more information:

Corporate Responsibility Report 2013: [link]

Corporate Responsibility Report 2012 [link]

Corporate Responsibility Report 2011: [link]

Corporate Responsibility Report 2010: [link] 

The Corporate Sustainability Plans for countries and operating centres include human rights measures that are additional to those being taken by the business units in order to align the company’s work with stakeholder expectations.                            

For more information: [link]

Update 2016:

How are actual and potential human rights impacts identified and assessed?

The Community Relations local teams belong to the Business Unit and have a functional dependency on the global team of Community Relations and Human rights. They act as human rights focal point at the asset level and foster the implementation of the Policy on Respect for Human Rights.

What steps are taken to prevent or manage negative human rights impacts?

In 2014 as part of a joint project between Business and Corporate Units, We elaborated a corporate guide on human rights impact assessment aimed to help Business Units carrying out such analysis that is applied in impact assessment processes in different projects.
More information on human rights impact assessment:

  • 2013 Corporate Responsibility Report page 115 [link]
  • 2014 Corporate Responsibility Report page 136 [link]
  • 2015 Sustainability Report, page 105 [link]; and
  • Case of Peru: Human Rights impact assessment walking the talk (see [link] and [link]).

For more details on due diligence on human rights:

  • 2013 Corporate Responsibility Report [link];
  • 2014 Corporate Responsibility Report, page 128 [link]; and
  • 2015 Sustainability Report, pages102 [link].

How is the importance of human rights signaled to business partners?

  • 2014 Corporate Responsibility Report, page 128 [link]; and
  • 2015 Corporate Responsibility Report, page 103 [link].

For further information on the integration of human rights in the procurement and purchasing process ([link]) and a specific case for Vetting business ([link]).

What training is conducted for staff and business partners?

  • 2013 Corporate Responsibility Report, page 119 [link];
  • 2014 Corporate Responsibility Report page 132 [link]; and
  • 2015 Sustainability Report, page 104 [link].

How does the company track the effectiveness of its actions on human rights?

  • 2015 Sustainability Report [link]; and
  • 2014 Corporate Responsibility Report [link].


What is the company’s approach to the engagement of stakeholders (including workers, and local communities impacted by the company’s activities), on human rights issues?

The corporate ESHIA Standard establishes a continuous process of communication with affected stakeholders to ensure that impacts are identified and properly managed.

This requirement can also be found in the Community Relations Policy, which states that the company will set up channels or disseminate those already in place to enable stakeholders to transmit their concerns and suggestions from the onset of its activities in a social environment and as early as possible in project planning.

At Repsol, we systematically conduct surveys to identify our stakeholders’ expectations regarding the company’s ethical, social and environmental performance.

We dedicate our efforts and resources to understanding our stakeholder expectations regarding our ethical, social and environmental performance and integrating them into our internal decision-making processes. We apply our methodology for identifying expectations at the corporate level and in the main countries and centres where we operate.

The process of dialogue with stakeholders and the identification of issues are carried out from different angles. There is an initial phase of identifying major issues, taking the following into account as a starting point:

Analysis and review of the ethical, social and environmental criteria of institutional investors.

 The requirements of important international organisations with regard to sustainability.

The importance attached to issues by the media. [link]

Organisations like ours have stakeholders who belong to one of these three levels: global or corporate, national, and centre of operations. At each level, we must listen to our stakeholders, defining mechanisms that enable us to identify their concerns and expectations about our ethical, social and environmental performance.

At the global level, our stakeholders include investors, international human rights campaigners and environmentalists, and global governance institutions.

 At the national level, we have other types of stakeholders: authorities, employees, suppliers, subcontractors and other civil society organisations, which are more concerned about local matters relating to our performance, such as workplace safety, job creation, the diversity of the workforce, the integration of people with disabilities, the work-life balance and the payment terms for purchases and contracts.

At the centre of operations level (e.g., a refinery), we have local communities and their institutions, and the organisations of the local civil society. Their concerns include all the above, as well as local jobs, the company’s participation in community initiatives and monitoring environmental micro-impacts, among others.

The issues identified through expectation studies are tested by means of in-depth interviews with representatives of different civil stakeholders invitied to do so by Repsol, and opinion leaders on the issue identified.

This analysis allows us to have a specific list of issues relevant to Corporate Responsibility for the players involved and it provides us with a basis for preparing the different annual Sustainability Plans, both corporate and country.

Update 2016:

Community Relations Policy [link]

More information:

  • How we form relationships [link];
  • Relations with communities in industrial centers [link];
  • Local communities [link]; and
  • “Survey to identify expectations” [link].

Some examples of the deployment of the engagement: 

  • Canada [link]
  • USA [link] and [link];
  • Colombia case of Exploration in Colombia: Applying all the lessons learned in our social license to operate [link];
  • Case of Bolivia [link]; and
  • Ecuador [link].

For more information on controversies:

  • In 2015, 2014 and 2013 there were no controversies reported;
  • In 2012 it was reported and responded a controversies; and
  • 100 % response rate in Business and human rights resource center [link].

Priority human rights issues: What are some of the priority human rights issues for your company?

  • Health (including environmental health, workplace health & safety)
  • Workplace diversity / non-discrimination
  • Displacement and community relocation
  • Operations in conflict zones
  • Transparency in payments to governments / responsible tax practices
  • Indigenous peoples

Listed below are the measures taken by Repsol on the above-mentioned issues:


Globally applicable ESHIA Standard: includes a specific health section


Explicit reference in the globally applicable ESHIA Standard

Operations in conflict zones

Explicit reference in the globally applicable ESHIA Standard

Relations with security forces

Active members of the Voluntary Principles on Security and Human Rights Iniciative: [link]


Support for the Extractive Industries Transparency Initiative (EITI): [link]  

Breakdown of payments to governments, country by country, in a voluntary manner: [link]  

Indigenous peoples

Social Performance Studies for Operations with Indigenous Peoples:

2012: Action Plan for the application of Repsol’s Policy on Relations with Indigenous Communities in Peru and Bolivia [link]

2011: Studies on the degree of integration: [link]

2010: [link]

Visit of civil society representatives to Block 16 in Ecuador (operation with indigenous peoples): [link]

Update 2016:


  • More information on the Health, Safety and the Environment Policy [link];
  • More information on Occupational Health [link]; and
  • More information in Specific section on Occupational health and safety in the Sustainability Report 2015 and previous years.

Relations with security forces

  • Active participation sharing a case in the 2016 Plenary in April (Bogotá) [link]

Indigenous peoples

  • Commitment to indigenous peoples: [link]
  • For more information: indigenous peoples and business operations - UN Forum on Business and Human Rights [Link]

How are human rights commitments and information about how the company addresses its human rights impacts communicated, internally and externally?

Repsol is a company governed by transparency in its communications, as can be seen in:

Corporate Responsibility Report: The Corporate Responsibility Report is produced using the study carried out to identify expectations, which enable it to be focused on the most relevant issues by taking into account the characteristics and features of Repsol’s business, stakeholders and the sector in which it operates. In this regard, the “Respecting human rights” section comes under the “Our commitments” block.


Sustainability Plans:   They draw on the expectations study, include the expectations, and one of the fundamental issues is human rights. All our actions are intended to bring us closer to what our stakeholders expect of us: a company that conducts itself ethically, which is concerned about people's well-being, which is well aware of its potential impact, concerned with preventing it and manages resources well. Repsol has a Sustainability Plan in place at corporate level and others relating to the countries where it is present. In these plans, a number of actions are established, focused on the needs and expectations identified. We have a Corporate Responsibility Committee, which is responsible for meeting the expectations of our stakeholders worldwide by means of the Corporate Sustainability Plan.  We have also created Corporate Responsibility Committees in Bolivia, Ecuador, Spain and Portugal, the United States, Peru and Venezuela, in order to learn about the expectations of our stakeholders in those countries. The committees have already prepared their corresponding Sustainability Plans.


Corporate responsibility working group collaborating with the unions: Repsol's Labour Relations, Corporate Responsibility and Institutional Services departments and representatives of the biggest unions in Spain meet regularly in a working group to share, discuss and make progress on the company’s corporate responsibility matters. In the first half of 2014, it met especially to review the comments on the Corporate Responsibility Report 2013.


Participation in international forums: Repsol contributes to discussions and awareness of its human rights commitments by actively participating in specific forums on human rights and in sector meetings.

Forum on Business and Human Rights: Attendance and participation in three forums, held in 2012, 2013 and 2014.

IOE International Conference on Business and Human Rights (Geneva).

International Initiatives: Voluntary Principles.

II International Encounter on Prior Consultation,  27 and 28 October  2014,

Cartagena, Colombia.

Sectoral forums: IPIECA and ARPEL

Employees:  All employees have the following communication tools available to them:

News on Repsol’s intranet.

Entre Nosotros (Among Us): A fortnightly newsletter aimed at all employees and published in three languages.

Claves: A weekly newsletter aimed at company managers and heads.

Conecta: A quarterly magazine aimed at all employees and published in three languages.

Digital billboards: A network of screens, connected via a computer network, on which internal corporate content is posted.

Billboards: A channel for posting notices aimed at employees that do not have access to corporate devices, such as people working at industrial complexes, service stations, etc.

Corporate social network, for all internal Repsol internal employees. It is a channel for conversation, interaction and cooperation. It enables teams in different business areas to work together to achieve their objectives, and encourages active listening and multi-directional communication.

Instant messaging: One-off support used on special occasions.

Specific fortnightly online newsletter for directors.


Climate Survey: Climate surveys have been conducted at Repsol since 2003 and are a tool that allows employees to give their opinion in complete confidence on a range of different matters, from the running of the company to its organisation. The aim of these surveys is to learn their opinions to give the businesses and corporate areas guidance on how to make improvements.  The survey conducted in 2014 included, for the very first time, specific questions about human rights along the lines of “I feel that Repsol respects the human rights of communities in its area of influence”.


Update 2016:

  • 2015 Sustainability Report [link];
  • 2014 Corporate Responsibility Report [link];
  • 2013 Corporate Responsibility Report [link];
  • 2012 Corporate Responsibility Report [link];
  • 2011 Corporate Responsibility Report [link]; and
  • 2010 Corporate Responsibility Report [link].

More information on corporate responsibility working group collaborating with the unions: 2014 Corporate Responsibility Report page 35 [link].

Participation in international forums:

  • 2014 Corporate Responsibility Report page 38 [link]; and
  • 2015 Sustainability Report pages 26 and 27 [link].

All employees have the several communication tools available to them:

  • 2014 Corporate Responsibility Report page 133 Repsol's Chairman touches base with all employees on respect for human rights [link]
  • 2013 Corporate Responsibility Report, Team Repsol [link]; and
  • 2011 Corporate Responsibility Report Team Repsol [link].

What provisions does your company have in place to ensure that grievances from workers and affected communities or individuals are heard, and can you provide examples of remedies provided?

The Ethics Committee has a communication channel that is open to Repsol employees and third parties via an application on the corporate website and intranet. It allows employees and third parties to submit queries about the Ethics and Conduct Code in absolute confidence, as well as to report possible non-compliances or breaches.

This application is not the only communication channel that Repsol has for such issues. There are several equally valid channels that employees can use to report any non-compliances or breaches of the Code. Higher-ranking personnel who are notified of any non-compliances or breaches of the Code by the people they manage must in turn notify the Executive Division People and Organisation immediately, before taking any other action. This Executive Division will then report the most significant cases to the Ethics Committee.


Likewise, in the Policy on Respect for Human Rights, the company is committed to establishing effective grievance and communication procedures at operational level, from the onset of its activities and as early as possible in project planning, so that people directly affected by its operations may notify Repsol of any situation of potential impact on human rights.

Whenever possible, Repsol will continue consulting those affected, at whom these mechanisms on its design and operation are aimed.

Likewise, our ESHIA Standard provides local community representatives with a systematic mechanism applicable to all operations, enabling them to submit their complaints and suggestions.

In 2013, Repsol developed a pilot project with a specialist consultant at one of its exploration and production operations to enhance the effectiveness of its grievance procedure, in collaboration with the IPIECA Association. The lessons learned will be used to improve the existing grievance mechanism and to develop corporate guidance for implementing effective complaint mechanisms for the company’s operations.

The pilot project ran throughout the year, working with indigenous communities. Throughout the duration, we reviewed the mechanism together with local communities to enhance its effectiveness. Given that a grievance mechanism only works if the people it is designed for have faith in it and know how it works, the mechanisms had to be adapted to the logistical context and local culture, in collaboration with local communities.

We held meetings with indigenous federations in the area, community authorities, socio-environmental monitoring teams and other groups representing local communities. At these meetings, we addressed issues such as submitting grievances, the investigation process, the concept of a grievance, fairness, timetables and the best way of promoting the mechanism to ensure that local communities are aware of it.

This particular operation is in an area where there are no open roadways; therefore, river transport is the most common form of transport. Some of the communities are a long way from our base. In addition to the traditional channels, the community relations team played an important role as a recipient of grievances, as it is constantly visiting the local communities. Indigenous federations and authorities also have an important role to play as potential intermediaries for receiving grievances, by helping people who do not know how to read and write, and as promoters of the current mechanism.


For more information about the work undertaken in conjunction with IPIECA:


Likewise, our grievance channels are adapted to the local environment and context of each operation. Some examples from 2013 are given below:

In Bolivia, we have a system for managing community grievances, in which every grievance must be formally set out in an oral or written instrument. The form is made available to stakeholders in the local environment. Our community relations team frequently promotes this document with the local community, so that they are aware of how it works and how to use it.

In Ecuador and Peru, the “Xprésate” channel is available for all types of communication.

In Brazil, the “Fale Repsol” (Repsol Speaking) channel is permanently available by e-mail and a toll free number. These channels are made available to communities living in the areas of influence of Repsol Sinopec’s Upstream operations.

In Colombia, we have put in place formal and informal mechanisms for collecting community requests and petitions.

We have a specific communication channel for the Waorani Nationality in Ecuador (NAWE).

In Peru, we have a formal mechanism at the operational level that is available to any interested party and which we use to record grievances until completion of the operation.

In Australia, certain identified stakeholders have been given the e-mail addresses of Repsol employees so they can report requests and grievances.

We operate a 24-hour helpline in Guyana.

Update 2016:

For more information Corporate Responsibility Report 2013 page 118 [link]

For more information:

  • Local communication and grievance channels see 2013 Corporate Responsibility Report page 117 [link];
  • Grievance mechanisms 2014 Corporate Responsibility Report page 137 and 138 [link]; and 
  • Grievance mechanisms on 2015 Sustainability Report page 106 [link].

For more information on channels that are public available and explained:

  • Case of Bolivia (ARPEL) [link]; and 
  • Encuentro Programa Iberoamericano para la Sensibilización y Promoción de las Estrategias Nacionales sobre Empresas y Derechos Humanos, organizado por el Ministerio de Asuntos Exteriores de España [link].

Which external and collaborative human rights initiatives does your company participate in, and what is the nature of your involvement?

United Nations Global Compact: In 2002, we signed up to the United Nations Global Compact. We also form part of local networks, such as the Spanish Global Compact Network and its Executive Committee, the Bolivian Corporation of Corporate Social Responsibility and the Global Compact Network Ecuador. In the context of our company’s commitment to respecting human rights, in 2013 Repsol coordinated the Human Rights Working Group formed within the Executive Committee of the Network to disseminate the Guiding Principles on Business and Human Rights among organisation associated with it. Actively participating in this group were a further four organisations belonging to the Executive Committee. In the financial year, the “Experiencias del sector privado en la implementación de los Principios Rectores de Naciones Unidas sobre Empresas y Derechos Humanos” (The private Sector’s experiences of implementing the UN Guiding Principles on Business and Human Rights) conference was organised in order to share experiences and lessons learned from the implementation of the Guiding Principles applicable to businesses in the private sector. Likewise, a video entitled “Las empresas y los derechos humanos” (Businesses and Human Rights) was produced to raise awareness of the potential impacts of businesses’ operations and employees on human rights.

Version without subtitles: [link]

Version with Spanish subtitles: [link]

Version with English subtitles:  [link] 

Extractive Industries Transparency Initiative (EITI).  Repsol has been part of the EITI since its very beginnings, and invests the resources required to play an active role in the working groups formed in those countries where it has operations. In addition, as part of our support for the EITI, we sponsored the Spanish version of the EITI Business Guide to help to help spread information about the initiative in Spanish-speaking countries. Repsol has also taken part in drawing up the Memorandum of Understanding (MOU) for the Trinidad and Tobago EITI group. The MOU establishes the agreement between the government, civil society organisations and companies operating in the country.


Voluntary Principles on Security and Human Rights: These are applied to our relationship with public security forces and to private security service contracting. Repsol expressly includes the application of the Voluntary Principles on Security and Human Rights in its contracts with private security service companies and agreements with the forces responsible for maintaining public order. Our active participation in this initiative began in January 2014.

Which are the key one, two or three elements of your approach to human rights that been developed or amended since June 2011? Please indicate if these actions were in response to the UN Guiding Principles.

The Respect for Human Rights Policy was approved at the highest level in the company. In January 2014, Repsol’s Chairman and CEO sent a personal message on this very subject to all employees. A range of communication and awareness activities were carried out in 2013, both inside and outside the company, to promote a culture of respect for human rights among our employees and stakeholders. [link]

Harvard professor John Ruggie, who has built a consensus around the United Nations Guiding Principles on Business and Human Rights, visited Repsol’s headquarters on 12 September 2013 for the presentation of the company’s Sustainability Plans. The event was chaired by Repsol Chairman and CEO Antonio Brufau Niubó, and was attended by employees, government representatives, investors, customers, suppliers, the media, social agents and other stakeholder representatives, who followed the event in person and online.

Video of the presentation with John Ruggie’s intervention: [link]

The next day, Professor Ruggie met the members of Repsol's Executive Committee at a private meeting chaired by the Chairman and CEO, to discuss human rights worldwide and the challenges of implementing the Guiding Principles on Business and Human Rights in extractive industries.

Considerable progress has been made since 2011 on human rights impact assessments (see answer to question 3. Management), on effective grievance proccedures at operational level (see answer to question 7. Grievance procedures and access to remedy) and on respect for the rights of especially vulnerable groups, such as indigenous peoples.

Likewise, progress has been made on our employee training and awareness (see question 3. Management and the section of the Corporate Responsibility Report 2013: [link])

What are some of the obstacles and challenges that your company encounters in implementing its human rights commitments?

Repsol is a company committed to respecting human rights. We believe that it also very important for governments to commit to protecting human rights by developing National Action Plans on Business and Human Rights.