Creating economic, social and environmental value

Human capital management

Milestones 2016
  • Implementation of the competency model focused on human resources development programmes (skills, assessment, etc.)..
  • Collaboration training agreements with European business schools – Energy Delta Institute – and with the most prestigious business schools in Spain.
  • Implementation of the Enagás English Campus (e-learning training in languages). 
  • Definition of a professional development model in the technical sphere.
  • Second edition of the Women with Talent Programme.
  • Plan for management to visit company facilities in order to get closer to employees and improve cross-company communication.
  • Initiatives linked to Enagás’ adherence to the ‘For a Society Free from Gender-Based Violence’ network of companies.
  • Renewal of the EFR (Family Friendly Company) certification and the Equality badge.
  • Approval of the new Collective Bargaining Agreement aligned with the Human Capital Management Policy.

Lines of progress 2017

  •  Implementation of mentoring/coaching programmes.
  •  Expansion of the Identification of Potential programmes (Evaluation/Development Centres).
  •  Implementation of the dual vocational training plan at the company’s facilities in order to offer a training plan and a curricular scholarship to recent graduates in vocational training at Enagás facilities.
  •  Implementation of individualised development plans.
  •  Approval and publication of corporate directives regarding diversity.
  •  Renewal of the adherence to the Diversity Charter (inclusion of plurality in the company).
  •  Implementation of measures for the management of generational, functional and gender diversity.

(*) Performance assessment linked to their career development and the increase in their fixed remuneration.

103 new recruitments

The management of human capital aims to attract, develop and retain talent, endowing the company with the resources required for it to deploy its strategy.

Within the framework of the 2015-2017 Strategic Resources Plan, Enagás has worked during the year on the following critical areas:

  • Organisation and processes, ensuring the sustainability, optimisation and efficiency of our structures and resources.
  • Compensation and benefits, ensuring retention and the striving for talent.
  • Managing change and technology, driving the agility and flexibility required by the business and the environment (see the chapter on ‘Financial and Operational Excellence’).
  • Culture and commitment, evolving our way of working to seek joint objectives and be involved in their achievement.
  • Health and safety, in search of excellence in these spheres, both nationally and internationally (see the chapter on ‘Health and Safety’).
  • Selection, development and training, ensuring that Enagás has the most suitable profiles for the company to achieve its strategy.

Enagás maintains stable, quality employment levels with high percentages of permanent and full-time contracts.

The distribution of professionals by age group, professional category and gender can be seen below:





93.19 %

99.90 %

Permanent contract

92.10 %

95.36 %


Distribution of the 1,337 employees by age group, employee category and gender

Distribution of the 1,337 employees by age group, employee category and gender

The Enagás employees in each country where the company operates are shown below, including their type (local or expatriate employees). 
CountryTotal number  of Enagás employeesType of employee
ExpatriateLocalTemporary assignment
Chile1 1 

Enagás’ integrated talent management model aims to boost the achievement of the company’s strategic objectives and plans via four principles: 

  • Attract top talent to Enagás, ensuring the incorporation of highly-qualified people who share Enagás' principles and values.
  • Have a good understanding of our in-house talent in order to steer their training and professional development in an effective manner.
  • Train our employees continuously, thereby ensuring that they are fully prepared to achieve optimal job performance. 
  • Develop Enagás' in-house talent by fostering professional career opportunities and mobility within the company.

This model is constantly updated according to the evolution of the company, incorporating new practices that support the achievement of the strategic challenges to be tackled and in a way that is aligned with market trends.

Processes included in the Enagás’ talent management model
Talent Management Model

Performance assessment 

Performance assessment is a key element of the Integrated Talent Management Model as it allows the identification of strengths and areas of development of professionals regarding the performance of their work and on which the different development plans are developed. Every year, employees' competencies and skills are assessed and the results are linked to their professional development and increases to their fixed salaries.

The performance assessment process for senior positions includes 180º upward assessments. By using upward assessments, teams assess their superiors and, via the 180º assessment, the Management Committee assesses a part of the management team. This results in a broader idea of the performance of these professionals with a view to creating individualised development plans. 

Employees receiving performance assessment by category and genderEmployees receiving performance assessment by category and gender

Development programmes

With the aim of providing professionals with a way of improving their self-knowledge of skills and competences, Development Centre days are held. The feedback obtained by the participants from these days highlights their strengths and areas of development regarding the corporate competency model. This information, together with other input obtained from other assessment tools, allows individualised development plans to be designed that are adapted to the needs that have been identified. 

These plans are approached from a comprehensive perspective that incorporates different methodologies that complement each other.

  • Development programs are promoted through on-the-job experience. With this in mind, internal rotation programmes are fostered so that new knowledge can be applied to real situations, and participation in transversal projects or temporary assignments can also be taken advantage of.
  • On the other hand, mentoring and/or coaching programmes can also be used. Professionals in the company have received training and are certified in coaching; they are therefore qualified to carry out internal coaching processes. 
  • Lastly, an extensive programme of training actions are available on the corporate training portal and these are offered both face-to-face as well as via e-learning.


Enagás is committed to training its professionals from when they join the company and throughout their professional career.

Training begins with Enagás’ Welcome Plan which was revised and updated in 2016. It provides information on the culture and values of the company, its business, etc. This plan consists of a block of e-learning on topics such as the Code of Ethics, Risks regarding criminal liability, and Equality, etc. and is mandatory for all professionals. Face-to-face training on Enagás’ value chain, given by company executives, offers a global vision of the company’ business to its professionals. 

In addition, and depending on the type of work carried out by the new employee, a training plan has been designed in areas related to operations, maintenance and administrative management.

The company’s face-to-face training is offered at the Enagás Training School where over 10% of the workforce participate as trainers in different programmes (186 trainers in 2016). This face-to-face training in the classroom and in the workplace is complemented by e-learning, mobile training, communities of practice, etc.

Knowledge management is a critical sphere. Therefore, in 2016, a criticality analysis of expert knowledge was initiated in order to prepare a plan to ensure it is passed on in 2017. Workshops have been held in which critical knowledge has been defined and a plan has been designed for the deployment of said knowledge according to the impact it may have on the business and the effort that said transmission may entail.

Training hours per employee
Training hours per employee

Enagás is working to develop transition assistance programmes, aimed at facilitating the employability of employees and the management of career endings resulting from retirement or the termination of employment.

Enagás commits itself, every day, to applying the principle of equal opportunities and non-discrimination. It is a staunch believer of diversity among its professionals through the fostering of a work environment where trust and mutual respect prevail, where integration and the recognition of individual merit are distinctive features of the company.

The company is aware of the wealth that the organisation has due to this confluence of varied knowledge, different skills and experiences and, in order to achieve this commitment, uses its Comprehensive Diversity Plan as the basis for its strategy which prioritises its focus on the spheres of gender, functional, generational and cultural diversity.

This Plan includes a series of measures whose goal is to ensure the integration of these spheres in the different management areas of the company such as training and professional development, remuneration, health and well-being, communication, customer service and responsible procurement, among others.

Chárter de la Diversidad

  diversidad de genero icono

Gender diversity

Enagás guarantees equal opportunities for men and women. To this end, it has an Equality Plan that sets out a framework for action to promote effective equality, equity, merit, personal progress, work-life balance, and co-responsibility among all professionals.

With regard to gender diversity, the company has written its first two-year report that tracks the commitments set out in the Agreement signed with the Ministry of Health, Social Services and Equality to increase the presence of women in positions of responsibility; a goal that has been achieved ahead of the conclusion of the Agreement (2014-2017). 

In 2016, the company has continued to promote measures aimed at increasing women’s participation in positions of responsibility via the Talented Women Development Programme, participation in the Promociona Project, or the mentoring initiative promoted by the Chairman of the company to foster the sharing, development and integration of experiences that showcase the role of women in decision-making positions in different spheres of life.  

Evolution of female employees in senior positionsEvolution of female employees in senior positions

On the other hand, collaboration agreements have been signed with specialised bodies for Enagás’ institutional participation in the 3rd Edition of the Race against Gender Violence, the company aims to give visibility to International Women’s Day, and to increase the employability of female victims of gender violence.

Functional Diversity

Enagás considers the integration of functional diversity to be a transversal principle for the company to position itself as a global organisation with regard to its expansion strategy.

Enagás has launched a series of initiatives aimed at promoting equal treatment and non-discrimination in the field of functional diversity, addressing issues such as job creation, awareness-raising and volunteering. 

Among these actions, the launch of online training in the field of functional diversity is aimed at all professionals. Furthermore, collaboration agreements have been signed with specialised bodies, both to give visibility to International Day of Persons with Disabilities as well as for the implementation of the “Equality for Capabilities” campaign. The aim of this campaign is to offer all its professionals and families an external service of free, personalised advice on matters regarding disabilities. 

Bequal seal for the company's
commitment to the inclusion
of people with disabilities

Diversidad Funcional logo

Generational Diversity

Enagás promotes the favourable development of people management based on: equal opportunities irrespective of age; non-discrimination; respect for generational diversity. It promotes a favourable environment by always respecting current legislation and best business and social practices.

The company has signed the main code of principles of the Generation and Talent Observatory which encourages innovation and promotes active policies of generational diversity based on values and ethics. 

In addition, Enagás has joined the Network of Companies that make up this body. It has also actively participated in the study of intergenerational impact on companies as well as looking at the new challenges that the management of people entails. As part of the study, in 2016 a survey was conducted among Enagás professionals to support research on the Globalisation of “Intergenerational Talent”.

Cultural Diversity

Enagás guarantees the integration into the company of people of different nationalities. It does so without any form of discrimination, thus contributing to the construction of a unique culture of high performance to drive the development of the organisation.

Diversidad Generacional

The management of cultural diversity is a relatively new sphere that in recent times has become more relevant as a result of changes in today’s society and also due to its clear benefits for the main stakeholders. This sphere thus plays a fundamental role in the high performance culture that the company requires to tackle the main strategic challenges of the present and the future. Enagás is working on the development of a system to measure cultural diversity that will enable it to develop measures in this sphere.

For Enagás, work-life balance means reconciling employees' needs and interests with those of the company. 

Enagás has been a certified Family-Responsible Company since 2007. In 2016, it increased its score during the recertification process thanks to the 91 reconciliation measures that favour the professional and personal development of every employee; these also help to balance the different dimensions of each person’s life and meet their social and health-care needs as well as those of their immediate family.

Some of the relevant measures available to our employees are as follows:


Study support for employees' children.

80% subsidy on special schooling expenses for employees who have children with disabilities.

"Día sin Cole" (No School Day) programme and subsidised urban summer camps for employees' children on workdays throughout the school year.

Alares Family Support Programme:

•   "miAsistente" (myAssistant) personal manager, which takes care of all necessary day-to-day procedures and information.

•   Free handling of diverse procedures in connection to vehicles, maternity and paternity, licences, certificates and reports.

•   Free service for selecting domestic helpers and healthcare personnel.

•   Services for making online wills and living wills, expert legal advice, signings before a notary public and registrations.

•   Specialised treatment and home help service in the event of convalescence, illness or accident.

Health and welfare

Annual medical check-up and flu vaccine campaigns.

90% subsidy on the cost of private medical healthcare insurance for employees and 100% for their children. Medical cover on international trips.

Meal subsidies (canteens, financial aid, restaurant vouchers).

Access to a programme of discounts and exclusive prices on a wide range of online products, services and leisure.

Pension plans for employees with two years' effective or recognised service.

Healthy eating corner at head office.

Help towards sports activities.

Work flexibility

Flexibility in start times and lunch break.

Shorter workday during the summer and every Friday throughout the year.

Division of annual leave into a maximum of 3 periods.

Social benefits related to employees' health and welfare  
Social benefits related to employees' health and welfare

Family-related social benefits most used by employees

Family-related social benefits most used by employees

Chárter de la Diversidad

Los compromisos adquiridos por Enagás en su política de Gestión del Capital Humano y las medidas y actuaciones implantadas se traducen en unos índices de satisfacción y motivación elevados, como reflejan las bajas tasas de rotación, los resultados de la encuesta de clima laboral y los reconocimientos obtenidos por la compañía en este ámbito.

Rate of employee turnover by age group

Rate of employee turnover by age group

Evolution of turnover rates
Evolution of turnover rates


Survey on workplace climate
In 2016 a work-climate survey was carried out that had a 71% response rate (3% more than in 2014) and with a favourable score of 74.85% regarding measures and actions in favour of a positive working environment, compared to 73% from the previous survey. Furthermore, the level of commitment remained at 85%.

As conclusions of the survey, it is important to highlight the professionals’ assessment of the information provided by the company regarding the company’s activity, as well as the perception by employees on how their work influences the needs of the stakeholders.

Among the areas to be improved were aspects related to compensation and benefits and internal relationships.

increased by 3% with the level of commitment remaining at 85%