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Management excellence


In its Commitment to Quality, Repsol adopts two similar excellence models as a benchmark: EFQM (European Foundation for Quality Management) and FUNDIBEQ (Ibero-American Foundation for Quality Management).

Excellence is a business culture, based on continual improvement, which involves the implementation of outstanding practices in the management of an organization. 
It takes into consideration both company results and the agents involved, which facilitates improvement in management and competition.

EFQM is the most widely-used model in Europe; it was developed by the European Foundation for Quality Management in 1988 and Repsol is among its members. FUNDIBEQ is the benchmark model for Latin American countries; it was developed by the Ibero-American Foundation for Quality Management ten years after EFQM, in 1998, and Repsol is one of its founding members.

Self-assessment at Repsol 

Self-assessment is a global, detailed and systematic examination of all the elements involved in the management of the organization and their impact on the organization's results, using a business excellence model as a reference.

Self-assessment consists of comparing the management of the company with that of a theoretically excellent organization, reflected in the models. Proof is also sought in order to demonstrate that the good results of the company are a consequence of its management, and are therefore sustainable over time. As a result of this analysis, the company's strong points and areas of improvement are identified, which will be the starting point for establishing improvement programs.

All Repsol management units must comply with the company's Commitment to Quality and perform regular self-assessments, as indicated in the Repsol Quality Policy

In 2007 we conducted a thorough review of the self-assessment methodology in order to improve its alignment with the business strategy, ensuring the integration of all improvement initiatives, monitoring action plans and enabling the Quality function to act as an element of change management. All this was supported by the creation of ambitious objectives, linked to the creation of value and relying on system of indicators to enable monitoring to be carried out whilst guaranteeing continuous improvement processes and increased efficiency. The self-assessment phases are shown in the figure below:

Self-evaluation at Repsol

Improvement programs

The aim of identifying areas of improvement and of establishing programs, based on teamwork and on the participation of the whole organization, is established in the Commitment to Quality. 

To achieve this, the units will develop improvement projects identified as a consequence of the self-assessments carried out, of the mechanisms established in quality systems (non-conformity analysis, customer complaints, internal or external audits) or others. The Corporate Managing Division of Organization, Processes and Systems shall select and monitor, in agreement with these units, those improvement projects whose interest exceeds the scope of the Unit carrying them out. 

In this way an overall view of the improvements being developed in the company will be available, facilitating the exchange of information between units, identifying possible synergies and increasing teamwork initiatives.

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C/ Méndez Álvaro, 44
Telephone: (34) 91 75 38 100 / (34) 91 75 38 000
28045 Madrid (Spain)

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