In companies that aspire to transform their sector, People management is not a support: it is a strategy. At Naturgy we have learned that placing people – their well-being, diversity and development – at the center of business decisions multiplies our resilience and accelerates the execution of the company’s roadmap. That conviction is behind our Global People and Resources Strategy 2025–2027.
The first principle of our strategy is simple and demanding: Continually listen and act accordingly. We measure climate, satisfaction and commitment with rigor and recurrence, and we work with a transversal employee experience committee that prioritizes improvement initiatives over relationships, feedback, motivation, well-being, compensation and recognition. This approach is articulated in six axes: well-being and health; diversity, culture and leadership; talent and development; organizational framework and transformation; corporate innovation; and security. This system has promoted more than 130 actions aimed at improving the experience, showing that when listening translates into management, commitment flourishes. It is not a catalogue; It is a living system that connects with the business strategy and the group’s sustainability objectives.
Nothing is more important than safety, health and well-being of people and our actions provide a safe and healthy environment. This framework has earned us international certifications —ISO 45001, Healthy Company, Top Wellbeing Company— and recognition in the European Parliament as a healthy company for our professionals, validating that health and safety are levers of competitiveness.
The diversity —in gender, age, abilities and experiences— is not an accessory objective: it is part of the business model. During this year we have made progress in our objectives planned for 2027, reaching 40% of women in the management team globally and exceeding 36% of women in the workforce. Programs like Flex&Lead They have been key to attracting young and female talent – 82% of the incorporations have been women with an average age of 28 years –, promoting generational balance and diversity of views. All of this is accompanied by training in inclusive leadership, unconscious biases, inclusive language, and alliances with third parties.
Our challenge is twofold: develop internal talent and attract new capabilities for the technologies and businesses of the future. We do this with a robust Corporate University, in which the AI School plays a leading role, which aims to impact 95% of the workforce and dedicate 51,000 hours annually to training in artificial intelligence, to convert data and automation into value for the business and a better professional experience. This training impulse connects the individual purpose with the corporate purpose.
We have simplified and transformed processes promoting professional development aligned with the business planthrough transversal and segmented management by business units, through the identification of technical knowledge and key specialists, as well as initiatives to optimize processes, improve organizational agility and promote self-management.
Likewise, we promote the vision of transformation towards the management of purchases and our suppliers, complying with high standards in terms of ESG, GDPR and Cybersecuritythereby promoting agility and updating in all our processes.
The certification Great Place to Workof which we were pioneers in the Ibex 35 in 2024 and which we have renewed in 2025, based on the direct voice of our professionals, has a differential value. It tells us two things. The first, that the coherence between what we promise and what we live at Naturgy is sustained over time. The second, that climate of trust —credibility, respect, pride, camaraderie and impartiality— is a strategic asset to attract and retain the talent we need to lead the energy transition. It is not a destination, it is a commitment renewed every day: creating work environments in which people can grow, learn, innovate and feel part of the company’s success.
The environment will continue to be demanding – emerging technologies, geopolitics, regulation and energy transition – but if we have learned anything it is that the best response is human and organizational: diverse and prepared teams, inclusive and conscious leadership, agile processes and analytics that illuminate decisions. In Naturgy We will continue to leverage well-being, diversity, culture and leadership to sustain the role of people in the future of energy. Because when the purpose of our people connects with the purpose of the company, the energy becomes unstoppable.