Repsol
Corporate University
Turning Corporate Learning into a Strategic Driver of Transformation
- Brand: Repsol
- Geographical scope: Spain, with international relevance across Repsol’s operations
- Sector: Energy, corporate learning, leadership development and organisational transformation
The Challenge
The challenge was to make learning more visible, more relevant to the business and better connected to leadership, transformation and future capabilities.
Our Approach
The project connected learning strategy with practical tools, new services, communities of practice and international recognition.
The Impact
The work also contributed to high satisfaction with programmes and services and to achieving EFMD’s CLIP accreditation in 2014.
Our Relationship
Our role was to help define the University’s strategic meaning, organise its offer, develop its communication system and support its recognition as a high-quality corporate-learning function.
The Challenges
Company
Repsol is a global multi-energy company operating in more than 20 countries and employing more than 24,000 people.
In a company of this scale, learning could not remain a collection of training activities. It needed to become a strategic capability connected to leadership, culture, transformation and future business priorities.
It had to:
- Clarify the role of the Corporate University
- Connect learning with business transformation
- Increase internal recognition
- Support leadership development
- Make knowledge more accessible
- Strengthen learning as part of the employee experience
Business
The Corporate University needed to provide practical value to different employee groups and business areas.
Its programmes and services had to respond to strategic priorities, build relevant capabilities and support the company’s evolution.
The business needed to:
- Develop new learning products and services
- Improve learning paths for priority audiences
- Support leadership and management development
- Combine online, blended and face-to-face learning
- Create communities of practice
- Align learning investment with business needs
- Prepare the organisation for external evaluation and recognition
Brand
The Corporate University needed a clearer identity, promise and communication system.
Its value was not always easy to understand internally. The brand had to explain why the University mattered, what it offered and how it contributed to Repsol’s future.
The brand challenge was to balance:
- Learning and business performance
- Internal service and strategic capability
- Leadership development and operational needs
- Practical tools and long-term transformation
- Internal credibility and external recognition
Our Approach
Company and Business
We began by defining the Corporate University as a strategic organisational platform.
The process explored:
- Corporate University positioning
- Role within Repsol’s transformation
- Priority audiences
- Learning products and services
- Leadership and management needs
- Development paths
- Communities of practice
- Online, blended and face-to-face formats
- Communication and launch priorities
- International-recognition opportunities
This created a clearer basis for the University’s development and internal relevance.
Branding
We positioned Repsol Corporate University as a learning platform capable of helping the company develop the knowledge, leadership and capabilities required for transformation.
The positioning connected learning with business priorities and employee growth.
The brand needed to be:
- Strategic
- Practical
- Inspiring
- Useful
- Rigorous
- Accessible
- Connected to the business
- Relevant to employees and leaders
Its voice had to make learning feel valuable, credible and close to daily organisational challenges.
Support
When it came to creating a business and brand for strategic learning, our work involved:
- Corporate University positioning
- Brand personality
- Communication principles
- Internal communication strategy
- Marketing macro-plan
- Launch planning
- New products and services
- Leadership and management programmes
- Development paths for priority groups
- Communities of practice
- Online, blended and face-to-face learning formats
- Standardised communication tools
- Editorial and audiovisual materials
- International publicity
- Award and accreditation support
Corporate University Platform
We helped organise the Corporate University as a practical platform for learning, development and transformation.
The work helped clarify what the University is, what it offers, who it serves and why it matters to Repsol.
Programme and Service Development
We supported the creation and communication of new products and services for the Leadership and Management School and other priority audiences.
The work helped connect learning programmes with real organisational needs.
Recognition and Continuous Improvement
We supported the identification and preparation of international recognition opportunities.
This included work connected to EFMD’s CLIP accreditation, helping the Corporate University demonstrate the quality, relevance and maturity of its learning function.
Message System
We developed a communication system capable of explaining the University’s role and offer more clearly.
This included:
- Core narrative
- Key messages
- Communication principles
- Standardised materials
- Internal marketing tools
- Audiovisual content
- Editorial materials
- Programme communication
The objective was to make the Corporate University easier to understand, use and value.
Transformation and Growth
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The Impact
Company
The project helped Repsol clarify the Corporate University’s role as a strategic capability.
It provided:
- A stronger link between learning and transformation
- Greater internal visibility for the learning function
- A clearer role for leadership development
- A platform for knowledge sharing
- A stronger connection between learning, culture and future capabilities
The Corporate University gained strategic meaning beyond the delivery of courses.
Business
The work helped turn learning into a more useful business-support function.
It created:
- New products and services
- Development paths for priority groups
- Stronger programme communication
- Communities of practice
- A clearer internal marketing approach
- Better support for blended and online learning
- A basis for international recognition
The project helped connect training investment with business priorities and organisational development.
Brand
Repsol Corporate University gained a clearer and more coherent internal brand.
This included:
- A defined positioning
- Brand personality
- Communication principles
- Standardised tools and materials
- Clearer messages for employees and leaders
- A stronger identity for the learning function
- Greater credibility inside and outside the organisation
The brand became a bridge between learning activity and strategic organisational value.
