Red Eléctrica
de España
REE Corporate University
Turning Corporate Learning into a Strategic Driver of Transformation
- Brand: REE - Red Eléctrica de España
- Geographical scope: Spain, with relevance for international operations
- Sector: Electricity transmission, system operation, corporate learning and organisational transformation
The Challenge
The challenge was to create a Corporate University model capable of connecting knowledge, culture, employee experience and business transformation in an organisation responsible for critical national infrastructure.
Our Approach
The work connected organisational priorities with learning experiences, behaviours, ambassadors, messages, launch planning and internal activation.
The Impact
The project helped make learning more visible, strategic and useful as a driver of organisational change.
Our Relationship
Our role was to turn Learning and Development into a clearer organisational platform, capable of supporting people, culture and strategic priorities.
The Challenges
Company
REE is Spain’s transmission system operator and the company responsible for operating the electricity system continuously.
In an organisation managing essential infrastructure, knowledge, reliability and coordination are strategic assets.
The company needed to:
- Clarify the role of Learning and Development
- Connect learning with organisational change
- Support international growth
- Strengthen employee experience
- Make knowledge more accessible
- Reinforce culture and shared behaviours
Business
REE needed a Corporate University model capable of supporting the capabilities required by the business.
Learning had to respond to technical, managerial and organisational needs while becoming easier to understand, access and value internally.
The business needed to:
- Define the Corporate University model
- Create an implementation roadmap
- Link learning with strategic priorities
- Develop learning environments and experiences
- Activate behaviours and ambassadors
- Support online and blended learning
- Communicate the learning offer more effectively
Brand
The Corporate University needed a distinctive internal brand.
Its value had to be made visible to employees and leaders, not as a catalogue of courses but as a strategic platform for knowledge, development and transformation.
The brand challenge was to balance:
- Technical rigour and accessibility
- Learning and business priorities
- Internal service and strategic capability
- Individual development and organisational change
- Corporate identity and employee experience
Our Approach
Company and Business
We began by defining the Corporate University as an organisational platform rather than a training container.
The process explored:
- Corporate University assessment
- Strategy and operating model
- Implementation roadmap
- Learning audiences
- Employee experience
- Learning environments
- Behaviours and ambassadors
- Launch priorities
- First-year marketing needs
- Online learning spaces
- Strategic communication
This created a clearer basis for the University’s role, development and internal relevance.
Branding
We developed a learning brand capable of expressing the Corporate University’s value within REE.
The positioning connected knowledge, capability-building and transformation with the needs of employees, teams and leaders.
The brand needed to be:
- Strategic
- Reliable
- Useful
- Clear
- Practical
- Engaging
- Connected to the business
- Aligned with REE’s identity
Its voice had to make learning feel relevant, accessible and close to the organisation’s real challenges.
Support
When it came to building a learning brand for organisational change, our work included:
- Corporate University assessment
- Strategy and operating model
- Implementation roadmap
- Learning brand positioning
- Brand personality
- Learning experience principles
- Employee experience
- Behaviours and ambassadors
- Launch plan
- First-year marketing plan
- Online learning environments
- Message system
- Story-building
- Internal activation guidance
Corporate University Model
We helped define the Corporate University as a practical model for learning, development and organisational change.
The model clarified what the University is, who it serves, how it operates and why it matters to REE’s future.
Learning Experience
The project connected learning environments, employee experience and behaviours.
This helped ensure that the Corporate University was not only a formal structure, but also a more tangible and useful experience for people across the organisation.
Activation Roadmap
The roadmap translated strategy into practical priorities for launch and first-year development.
It helped REE organise the steps required to introduce the Corporate University, activate its learning brand and build internal recognition over time.
Message System
We developed a communication system to explain the University’s role and value more clearly.
This included:
- Core narrative
- Key messages
- Story-building
- Communication principles
- Launch messages
- Internal marketing tools
- Messages for different audiences
- Online learning communication
The objective was to make the Corporate University easier to understand, use and support.
Transformation and Growth
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The Impact
Company
The project helped REE clarify the Corporate University’s role as a strategic capability.
It provided:
- A clearer learning strategy
- A defined Corporate University model
- A stronger link between learning and transformation
- Greater visibility for Learning and Development
- A platform for employee development
- A clearer connection between knowledge, culture and international ambition
The Corporate University became a more strategic expression of how REE develops people and capabilities.
Business
The work helped turn learning into a more useful support for business priorities.
It created:
- A Corporate University roadmap
- Clearer operating principles
- Learning environments and experience criteria
- Behaviour and ambassador activation
- First-year marketing priorities
- Online learning-space guidance
- A stronger basis for internal engagement
The project helped connect learning investment with organisational development and future capability needs.
Brand
REE gained a more coherent learning brand.
This included:
- Clear positioning
- Defined personality
- A more distinctive internal identity
- Learning-experience principles
- Messages and story-building
- Launch communication
- Greater consistency across learning touchpoints
The brand became a bridge between Learning and Development activity and REE’s wider organisational transformation.
