Talent Management Report 2020

20 TALENT
MANAGEMENT
REPORT
17
2 4 13 17
- 01 02 03
INTRODUCTION GLOBAL TALENT OUR CORPORATE TRAINING
MANAGEMENT MODEL UNIVERSITY & DEVELOPMENT
/ Learning Strategy MODEL - RED ELÉCTRICA PLAN
GROUP CAMPUS. / How is the plan
/ Measuring for TRANSFORMING THE
continuous designed?
WAY WE MANAGE
improvement TRAINING / Objectives
/ Methodology
/ Virtual training:
Commitment to new
technologies
21 55 75
/ Technical Training / Programmes targeted
• CapaciTa Programme at Specific Groups
• Dual FP Programme • InTegra Programme
• Thabla Programme • Enlace Programme
• AseguraT Programme • Mobility Programme

• NaTura Programme • Pool of ExperTs
Programme
/ Competencies Development
Programme • Pool of PoTential
Programme
04 • CapaciTa Competencies APPENDIX A1 APPENDIX A2
Programme • LideraT Programme
TRAINING & DEVELOPMENT TRAINING ACTIVITY
PROGRAMMES / Corporate Training • PracTica Programme & DEVELOPMENT SUMMARY. TALENT
Programme PLAN MANAGEMENT
• Training
TABLE OF
on Sustainability
• Training on the
Work-life Balance
• Training on Criminal
CONTENTS
Risks
• Training on Equality
• Training on Quality
-
TABLE OF
Ta l e n t M a n a g e m e n t • R e p o r t 2 0 1 7 www.ree.es 2
CONTENTS
Introduction
-
INTRODUCCIÓN
INTRODUCTION
01
TALENT
MANAGEMENT
MODEL
02
OUR CORPORATE
UNIVERSITY
MODEL - RED
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
THE WAY WE
MANAGE TRAINING
03 We are immersed in a context

TRAINING
& DEVELOPMENT
PLAN
of transformation in which
innovation in talent management
constitutes a fundamental axis
04 to achieve the success of the
TRAINING
& DEVELOPMENT Company and the satisfaction
PROGRAMMES
of its employees.
APPENDIX A1
The emergence of new information
TRAINING
& DEVELOPMENT technologies and new collaborative
PLAN
working environments are just a
few of the main trends modifying
the way we work and how we
APPENDIX A2
ACTIVITY
SUMMARY. TALENT communicate.
MANAGEMENT
Investing in the talent of our The Talent Management Model, aligned with the Company's
employees will allow us to
continue growing and developing strategy, harmonises the training & development and the
new projects for the future. From
the Human Resources Area, we
knowledge management systems and pursues excellence
implement people management in its processes to keep the Company at the forefront both
strategies, aligned with business
challenges, which facilitate the nationally and internationally.
-
TABLE OF
CONTENTS
-
INTRODUCCIÓN
INTRODUCTION
The Training and Development Plan combines the planning and implementation
of professional development programmes and training actions, facilitating the
achievement of the objectives of the organisation and those of the people that
01
TALENT
MANAGEMENT
MODEL
02
comprise it, with a special emphasis on the promotion of innovation and leadership.
OUR CORPORATE
UNIVERSITY
MODEL - RED
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
THE WAY WE
MANAGE TRAINING development of potential and will promote the achievement work environment, and which Additionally, new facilities,
professional capabilities. of the organisation’s goals and make it easier for each employee equipped with modern
03 those of the people involved. to embody best practices in technological equipment and
TRAINING
& DEVELOPMENT
PLAN
The Talent Management this field. collaborative spaces, have been
Model is aligned with the Group’s The Plan is particularly focused completed and are already being
strategy and has a systemic on driving innovation and the Within the framework of used for providing corporate
04 approach, where all processes are role of leadership. Nowadays, the Talent Management Model, learning and training actions.
TRAINING
& DEVELOPMENT interdependent; it enables training, more than ever, the role of the management of training has
PROGRAMMES
professional development and a flexible and agile leader evolved towards that of a corporate 2017 has been a year of
knowledge management systems is essential in order to promote university model, the Red Eléctrica achievements, with the
APPENDIX A1
to be standardised and pursues and support collaborative learning, Group Campus. consolidation of projects and the
TRAINING
& DEVELOPMENT excellence in its processes in encourage knowledge sharing start of innovative initiatives. Next
PLAN
order to maintain the Company and undertakes commitments The Campus represents a platform year constitutes a new challenge
as a benchmark both nationally regarding the evolution of its that enables the deployment of in which we will continue to
and internationally. teams, by fostering mobility and the Group’s strategy, its values promote the talent of our
APPENDIX A2
ACTIVITY
SUMMARY. TALENT knowledge management within and culture in order to facilitate employees, combining our
MANAGEMENT
This Training & Development Plan the organisation. the achievement of business efforts and enthusiasm, not only
has been drafted under the Talent goals; and acts as a meeting point, to safeguard our position as a
Management Model framework The Plan also focuses on promoting learning and knowledge benchmark in this field, but also
and brings together the planning physical, psychological and social management. to guarantee the service the Red
and the implementation of well-being, as part of a Healthy Eléctrica Group provides to society.
development programmes Workplace Model. The Group
and training actions, which needs to make the adequate
tools and knowledge available
that facilitate a healthy and safe
-
TABLE OF 4
CONTENTS
01
-
INTRODUCCIÓN
01
TALENT
MANAGEMENT
MODEL
02
OUR CORPORATE
UNIVERSITY
MODEL - RED
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
THE WAY WE
MANAGE TRAINING
03
TRAINING
& DEVELOPMENT
PLAN
04
TRAINING
& DEVELOPMENT
PROGRAMMES
APPENDIX A1
TRAINING
& DEVELOPMENT
PLAN
APPENDIX A2
ACTIVITY
SUMMARY. TALENT
MANAGEMENT
TALENT MANAGEMENT MODEL

-
TABLE OF
CONTENTS
Talent Management Model

-
INTRODUCCIÓN
01
TALENT
MANAGEMENT
MODEL
02
OUR CORPORATE
UNIVERSITY
MODEL - RED
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
THE WAY WE
MANAGE TRAINING
03 The Talent Management Model W H AT I S TA L E N T ? ∫ The employee: is responsible for ∫ The leader: is the facilitator
TRAINING
& DEVELOPMENT
PLAN
is aligned with the Group’s strategic In Red Eléctrica we define talent their own learning and professional and is committed to the learning
plan and its Human Resources as the sum of Knowledge, Ability growth. They must fully commit and development of his/her
Master Plan. Said model pursues a and Attitude along with Action, and show a positive attitude employees.
04 systemic approach to all processes resulting in high performance and towards self-development.
TRAINING
& DEVELOPMENT involved in talent management, potential to achieve the objectives
PROGRAMMES
facilitating an interconnected set out by the business.
management of the said processes TALENT
APPENDIX A1
for the duration of the employee’s
TRAINING
& DEVELOPMENT life-cycle within the organisation. W H O M A N AG E S TA L E N T ?
PLAN
Although much of the responsibility
In order to develop the model, falls on the shoulders of the
we need to ask ourselves what Talent Management Area, it is not Attitude
APPENDIX A2
ACTIVITY
SUMMARY. TALENT is ‘Talent’ and who manages it: the only factor necessary for the
MANAGEMENT
as part of this process, we identify adequate development of Talent. TALENT
which elements or processes are The leader and the professional Desire Desire
(knowledge
to know to do
associated with the management of are also necessary factors for the x
Action
talent, and what will be the learning learning and professional growth Knowledge Ability ability
strategy used for the different process to be successful. Thus, information
Know- Ability and
x
+ experience willingness to do
programmes. The combination of the model starts from the principle + Know-how how something. Ability attitude)
these elements serves as a basis of co-responsibility. within a specific to carry out
context an action +
for the methodologies that will be
action
applied going forward.
-
TABLE OF
CONTENTS
-
INTRODUCCIÓN
∫ T he Talent Management W H AT E L E M E N T S A R E I N selection, internal mobility), Also, Knowledge Management
Area: guarantors of the Talent P L AC E T O M A N AG E TA L E N T ? training (skills development and and the Leadership Model are taken
Management Model, provides Talent Management includes technical training), development into account. These elements, key
01
TALENT
support in the management a set of processes designed (programmes for professional for Talent Management, make the
MANAGEMENT
MODEL of learning and professional to incorporate new employees growth), the performance appraisal transfer of key knowledge within
development. who add value to the Company, in process and other measurement the Company easier and encourage
02
OUR CORPORATE
addition to developing and retaining processes that will enable the involvement of leaders to
UNIVERSITY
MODEL - RED Talent Management will support the human capital that exists continuous improvement to be achieve a greater commitment
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
the person for the duration of within the company. Therefore, refocussed and promoted. and development of our employees.
THE WAY WE
MANAGE TRAINING the employee’s life-cycle within Talent Management includes the
the organisation. employment process (recruitment,
03
TRAINING
& DEVELOPMENT
PLAN
Development
04
TRAINING
& DEVELOPMENT Employee
PROGRAMMES
The person is
responsible for
their learning
ntinuou
and professional d co si
APPENDIX A1
an m
growth nt p
TRAINING
& DEVELOPMENT
ro
PLAN
Leader
m
RED
ve
ss
me
Facilitator ELÉCTRICA
Asse
of development. S T R AT E GY
nt
APPENDIX A2 Promoter of Talent Selection
ACTIVITY
SUMMARY. TALENT cooperation Management HUMAN
MANAGEMENT
and cohesion Development RESOURCES
S T R AT E GY
Talent
Management
Area
Guarantors of the Talent
Management Model.
Facilitators.
Training Leadership Model
-
TABLE OF
CONTENTS
Learning Strategy
-
INTRODUCCIÓN
01
TALENT
MANAGEMENT
MODEL
02
OUR CORPORATE
UNIVERSITY
MODEL - RED
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
THE WAY WE
MANAGE TRAINING
03 A key element within the

TRAINING
& DEVELOPMENT
PLAN
Talent Management Model
is the Learning Strategy. This
is understood as the learning
04 framework itself so that it acts
TRAINING
& DEVELOPMENT as a reference in the definition
PROGRAMMES
and creation of the professional
FULFILS A SET OF FOLLOWS A SPECIFIC
development and training
GIVEN PRINCIPLES METHODOLOGY
APPENDIX A1
programmes. ∫ ∫
g Stra
nin
TRAINING
& DEVELOPMENT r te
PLAN
A Learning Strategy represents L ea g
y
the learning style of the Company,
thus establishing the features that
APPENDIX A2
ACTIVITY
SUMMARY. TALENT identify it and the distinguishing
MANAGEMENT
elements with regard to other
organisations. In order to ensure
the success of
such programmes, ∫ ∫
ENABLES TRAINING ENABLES RESULTS
we have created AND DEVELOPMENT TO BE MEASURED
PROGRAMMES FOR CONTINUOUS
a Learning Strategy. TO BE STANDARDISED IMPROVEMENT
-
TABLE OF
CONTENTS
-
INTRODUCCIÓN
ELEMENTS THAT RED ELÉCTRICA HAS AVAILABLE TO MANAGE TALENT
01
TALENT
MANAGEMENT
MODEL
Training and development
02 programmes
OUR CORPORATE
UNIVERSITY
MODEL - RED
ELÉCTRICA
GROUP CAMPUS.
CapaciTa Programme
TRANSFORMING
THE WAY WE
MANAGE TRAINING Dual FP Programme – Advanced
Qualification for Power Station
03
Red Eléctrica Technicians
TALENT
TRAINING
& DEVELOPMENT
PLAN Thabla Programme
Development AseguraT Programme
04 NaTura Programme
TRAINING
& DEVELOPMENT
PROGRAMMES CapaciTa Competencies Programme
Training on Sustainability
d continuous
an im Training on Work-life Balance
APPENDIX A1
TRAINING nt p
ro
& DEVELOPMENT
Training on Criminal Risks
m
PLAN
RED
ve
ss
me
ELÉCTRICA
Asse
S T R AT E GY
Training on Equality
nt
Talent Selection
HUMAN Training on Quality
APPENDIX A2
ACTIVITY Management
SUMMARY. TALENT
MANAGEMENT Development RESOURCES InTegra Programme
S T R AT E GY
Pool of ExperTs Programme
Enlace Programme
Mobility Programme
Pool of PoTential Programme
LideraT Programme
Training Leadership Model PracTica Programme
-
TABLE OF
CONTENTS
-
INTRODUCCIÓN
The Learning Strategy is a key element in our Talent
Management Model and it defines the professional learning
framework for our workforce.
01
TALENT
MANAGEMENT
MODEL
02
OUR CORPORATE
UNIVERSITY
MODEL - RED Any training programme or action ∫ elf-development: promotion
S transferable to the employee’s Lombardo and Robert W. Eichinger),
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
must follow certain principles and of actions that encourage job role as well as it being both based on:
THE WAY WE
MANAGE TRAINING a specific methodology. It must the employees themselves versatile and cross-cutting
be based on a typical roadmap to assume the responsibility for in nature. ∫ 70 % of job-related learning.
03 (or pedagogical model) and its their own learning and to be both
TRAINING
& DEVELOPMENT
PLAN
results must be measurable. accountable and committed. ∫ 0 % is learning acquired during
2
M E T H O D O LO GY interactions with others.
∫ L eader involvement: Fosters the The Learning Strategy follows the
04 LEARNING PRINCIPLES role of leader as a facilitator and 70-20-10 methodology. (Michael M. ∫ 10 % is formal learning events.
TRAINING
& DEVELOPMENT The principles under which Red driver of the learning process.
PROGRAMMES
Eléctrica creates its suite of training Key figure within the model.
and development courses are the As a key figure in the model,
APPENDIX A1
TRAINING
& DEVELOPMENT
PLAN
following:
LEARNING
the leader shall help their teams
in the professional development
of the training actions.
10 %
FORMAL
principles LEARNING
∫ xcellence: optimisation of
E
70 %
APPENDIX A2
ACTIVITY
SUMMARY. TALENT resources and improvement in the
MANAGEMENT
quality of the training. Measuring
and monitoring of actions. JOB RELATED
LEARNING
∫ Innovation and continuous
SELF- DEVELOPMENT improvement: differentiated
EXCELLENCE
EMPLOYABILITY
training and search for new
resources. 20 %
IS LEARNING ACQUIRED
LEADER INVOLVEMENT DURING INTERACTIONS
INNOVATION AND CONTINUOUS
∫ mployability: targeted and
E WITH OTHERS
IMPROVEMENT specialised training that may be
-
TABLE OF
CONTENTS
-
INTRODUCCIÓN
The Learning S TA N DA R D I S I N G
LEARNING
Strategy acts Taking into account the principles
as a benchmark and methodological approach,

01
TALENT
MANAGEMENT
MODEL a typical roadmap is defined.
for the design It is the ideal pedagogical model
02 on which training and development
OUR CORPORATE
UNIVERSITY
MODEL - RED
ELÉCTRICA
of our training programmes must be based,
so that the designed training
and professional
GROUP CAMPUS.
TRANSFORMING
THE WAY WE
MANAGE TRAINING follows the defined structure as
development far as possible:
03
TRAINING
& DEVELOPMENT
PLAN
programmes.
COMMON STRUCTURE
04 In order to develop formal learning,
TRAINING
& DEVELOPMENT the future trend within the
PROGRAMMES
aforementioned ‘10 % of formal
learning’ may be broken down
APPENDIX A1
as follows:
TRAINING
& DEVELOPMENT
PLAN
Communication Previous Main training Collaborative Assessment

Classroom
work focus environment
APPENDIX A2 20 training
ACTIVITY
SUMMARY. TALENT
MANAGEMENT
Online The Typical Roadmap consists of the T he main focus of the programme Measurement of the satisfaction
30 training
∫ ∫
following phases: is that which explores the defined results of the training, knowledge
knowledge in depth or promotes acquisition, skills transfer to the
∫ Initial communication of the the development of the skills and workplace and even the ROI in
Programme to participants. competencies that are the goal certain programmes.
50 Self-learning of the programme.
∫ ll training programmes will require
A
prior work to be done by the ∫ ll programmes will have
A
participants. a collaborative environment.
-
TABLE OF
CONTENTS
Measuring for continuous

-
INTRODUCCIÓN
improvement
01
TALENT
MANAGEMENT
MODEL
02
OUR CORPORATE
UNIVERSITY
MODEL - RED
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
THE WAY WE
MANAGE TRAINING
03 During 2017, the Training The following block diagram Initially, taking the ‘planning block’
TRAINING
& DEVELOPMENT
PLAN
Evaluation System was consolidated establishes the reference as a starting point (see diagram
whereby allowing the training framework for the new training below), the business units and the
given to be assessed and enabling evaluation model, that includes Talent Management Area become
04 the return on investment (ROI) both the planning and the evaluation involved, in order to determine the
TRAINING
& DEVELOPMENT to be calculated. phases. training needs and establish a yearly
PROGRAMMES
training plan.
APPENDIX A1
TRAINING
& DEVELOPMENT
PLAN PLANNING R E S U LT S O F T H E S AT I S FA C T I O N S U R V E Y S ROI
APPENDIX A2
ACTIVITY Business Training outcomes
SUMMARY. TALENT
MANAGEMENT Units
STRATEGIC Level 3
PLAN Training
MASTER Plan ROI
PLAN E F F I C I E N C Y: T R A I N I N G E VA L U AT I O N CALCULATION
Talent Level 1 Level 2 Level 3

Management Satisfaction Real Impact
knowledge
-
TABLE OF
CONTENTS
-
INTRODUCCIÓN
The Training Evaluation System incorporates an ROI estimate
which in 2017 reached a value of 25 % regarding the return
on investment in training.
01
TALENT
MANAGEMENT
MODEL
02
OUR CORPORATE
UNIVERSITY
MODEL - RED For this calculation, different another after the training, in order With this level of analytical This process focuses on the training
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
inputs are taken into account, to check the level of knowledge detail, the following step, i.e. to required by the employees in order
THE WAY WE
MANAGE TRAINING as described in the Talent increase after the training, and disseminate the training results to perform their roles in the best
Management Model: needs among the different corporate possible manner.
03 analysis, performance evaluation ∫ a third level of impact (Impact units, takes on a different
TRAINING
& DEVELOPMENT
PLAN
results, results of the previous Perspective), aimed at dimension, as it enables the The ROI estimates for 2017 have
year’s training plan and the annual determining how this knowledge corresponding units to be involved shown a progressive positive trend
guidelines. is used in the trainees’ day-to- in the entire training process. that at year-end stood at 25 %.
04 day work, by means of an Impact
TRAINING
& DEVELOPMENT Once the training plan has questionnaire.
PROGRAMMES
been established, each training
programme will go through the These three assessment levels
APPENDIX A1
‘efficiency block’ (see diagram confirm the training’s efficiency
TRAINING
& DEVELOPMENT on previous page), consisting of: and once these are quantified,
PLAN
they give way to the following
∫ a first level of satisfaction block, a fourth level, called
(Satisfaction Perspective), in order ‘Training ROI’.
APPENDIX A2
ACTIVITY
SUMMARY. TALENT to gather the trainees’ feedback
MANAGEMENT
from the training, through The ROI calculation (ROI
a Satisfaction questionnaire, Perspective) is, by itself, an
indicator of the current situation
∫ a second level of real knowledge of the training. This model will
(Real Knowledge Perspective), provide an ROI value of each
consisting of one test before and training action, as well as for
corporate training as a whole.
This calculation represents
an innovative analysis.
-
TABLE OF 13
CONTENTS
02
-
INTRODUCCIÓN
01
TALENT
MANAGEMENT
MODEL
02
OUR CORPORATE
CORPORATE
UNIVERSITY
UNIVERSITY
MODEL - RED
RED
ELÉCTRICA
ELÉCTRICA
GROUP CAMPUS.
CAMPUS.
TRANSFORMING
TRANSFORMING
THE WAY
WAY WE
WE
MANAGE TRAINING
MANAGE TRAINING
03
TRAINING
& DEVELOPMENT
PLAN
04
TRAINING
& DEVELOPMENT
PROGRAMMES
APPENDIX A1
TRAINING
OUR CORPORATE UNIVERSITY

& DEVELOPMENT
PLAN
APPENDIX A2
MODEL - RED ELÉCTRICA GROUP

ACTIVITY
SUMMARY. TALENT
MANAGEMENT
CAMPUS. TRANSFORMING THE

WAY WE MANAGE TRAINING
-
TABLE OF
CONTENTS
Red Eléctrica Group Campus - Our Corporate

-
INTRODUCCIÓN
University model. Transforming the way

01
TALENT
MANAGEMENT
MODEL
02
OUR CORPORATE
CORPORATE
UNIVERSITY
UNIVERSITY
MODEL - RED
RED
ELÉCTRICA
ELÉCTRICA
GROUP CAMPUS.
CAMPUS.
TRANSFORMING
TRANSFORMING
we manage training
THE WAY
WAY WE
WE
MANAGE TRAINING
MANAGE TRAINING
MISSION VISION
Red Eléctrica Group Campus design of the Campus, using the
03
TRAINING OF THE CAMPUS OF THE CAMPUS
& DEVELOPMENT is the natural evolution of our Corporate Learning Improvement
PLAN A platform for the deployment To become a global reference
training management towards Process (CLIP) accreditation of the Red Eléctrica Group’s in talent management
a new corporate university model. tool of the European Foundation strategy, values and culture that through the development of the
04 This new Campus represents for Management Development will allow business goals to be potential of our employees, as well
TRAINING
& DEVELOPMENT a major advance with regard to the (EFMD). The results from the achieved, acting as a meeting as to become the best strategic
PROGRAMMES
space and facilitator of learning, business partner for academic
previous internal training centres initial diagnostic have allowed
as well as for sharing and business institutions,
established in the Company since the development of the desired knowledge obtained from both nationally and
APPENDIX A1
2004, as training will now move framework and the drafting of an its stakeholders. internationally.
TRAINING
& DEVELOPMENT from a mainly technical approach action plan which began in 2017.
PLAN
to a more comprehensive approach.
APPENDIX A2
A prior diagnostic study of the RED ELÉCTRICA GROUP CAMPUS - SUCCESS FACTORS
ACTIVITY
SUMMARY. TALENT situation was carried out for the
MANAGEMENT
RED ELÉCTRICA GROUP 1 2 3 4

CAMPUS - GUIDING PRINCIPLES
• Passion for excellence and specialisation. Top management’s Availability Strategic Cooperation
• Universal, open and transversal within explicit commitment of resources alignment between business units
the Company. and the Campus
• F lexible and quick to adapt to the
new trends and new business needs.
• Influential and maintaining permanent 5 6 7
dialogue with Stakeholders.
• C ustomer-focused. Monitoring Focused Identity
• P romotes eagerness to learn. the creation of value on Stakeholders of the Red Eléctrica Group Campus
-
TABLE OF
CONTENTS
-
INTRODUCCIÓN
The Red Eléctrica Group Campus The Campus is structured around Additionally, a Communication Red Eléctrica Group Campus
has been designed from within three fundamental pillars called Plan has been drafted to support will be a comprehensive support
the organisation itself, with the Institutes: Cultural Transformation both the implementation and the tool to implement the Company’s
01
TALENT
involvement of the management and Innovation Institute, Strategy development of the Red Eléctrica strategy, moving beyond technical
MANAGEMENT
MODEL team and all the business units and Leadership Institute, and Group Campus which makes it knowledge, and to facilitate, within
of the Company and it is based Business Knowledge and Technical possible to: the Talent Management Model,
02
OUR CORPORATE
CORPORATE
on the best practices applied both Training Institute. the achievement of the business
UNIVERSITY
UNIVERSITY
MODEL - RED
RED at a national and international level. ∫ Convey the vision and mission goals, through learning and
ELÉCTRICA
ELÉCTRICA
GROUP CAMPUS.
CAMPUS.
TRANSFORMING
TRANSFORMING
of the Red Eléctrica Group Campus knowledge management.
THE WAY
WAY WE
MANAGE
WE
MANAGE TRAINING
TRAINING in a clear, simple and concise
manner.
03 N E W FAC I L I T I E S D E S T I N E D
TRAINING
& DEVELOPMENT ∫ aintain a constant dialogue
M F O R T R A I N I N G , D E V E LO P M E N T
PLAN
with the various stakeholders AND LEARNING
Cultural Transformation
and Innovation in order to offer the highest level In 2016, a new building was
04 of quality in the services it offers. completed, in the town of Tres
TRAINING
& DEVELOPMENT Cantos. The new building includes
PROGRAMMES
∫ stablish a channel that
E state-of-the-art facilities and
A GROU
RIC P guarantees ongoing additional spaces that will improve
CT C
APPENDIX A1 LÉ communication. those resources currently available.
A
TRAINING
E
M
& DEVELOPMENT
D
PU
PLAN
One of the key elements in this Two rooms for the Operator
RE
∫
S
Communication Plan has been Training Simulator (OTS) in order

Strategy and
Leadership the definition of a motto that to provide two independent
APPENDIX A2
ACTIVITY
SUMMARY. TALENT represents the Red Eléctrica training courses at the same time.
MANAGEMENT
Group Campus. Alternatively, it will allow interaction
with different control centres
or different companies.
Business Knowledge and

Red Eléctrica Campus Motto: Creer, Crear
Technical Training
y Crecer (C³) (Believe, Create and Grow).
-
TABLE OF
CONTENTS
-
INTRODUCCIÓN
∫ rotections and Communications
P ∫ eeting spaces that foster
M
Workshop-Classroom, collaboration and innovation.
which is focused on training
01
TALENT
the transmission experts in ∫ tate-of-the-art technology:
S
MANAGEMENT
MODEL technologies associated with screens, monitors and
the ancillary systems of technological training tools that
02
OUR CORPORATE
CORPORATE
substations. ensure our ‘Paperless’ policy.
UNIVERSITY
UNIVERSITY
MODEL - RED
RED
ELÉCTRICA
ELÉCTRICA
GROUP CAMPUS.
CAMPUS.
TRANSFORMING
TRANSFORMING
∫ Transmission Workshop-Classroom, The Red Eléctrica Group also has
THE WAY
WAY WE
MANAGE
WE
MANAGE TRAINING
TRAINING hosting the equipment related two further certified training centres
to practical training in high- created for the purpose of certifying
03 voltage technology (transformers, SF6 Gas handling. These centres are
TRAINING
& DEVELOPMENT
PLAN
equipment models, SF6 gas located in the San Sebastián de los
handling, 66 kV substation bays, Reyes and Vitoria substations. They
etc.) and training in occupational have a classroom to teach theory
04 health and safety (low voltage and one for the practical element,
TRAINING
& DEVELOPMENT electricity risk, handling of heavy there is a workshop equipped
PROGRAMMES
cargo, etc.). with all the necessary equipment
to handle the gas both in Air-
APPENDIX A1
∫ Remote Learning is available Insulated (AIS) and Gas-Insulated In 2017, a ‘Pool’ of Experts ∫ xchange of knowledge
E
TRAINING
& DEVELOPMENT in all classrooms: This method (GIS) substations, in addition to was launched which will enable among employees.
PLAN
is best suited to those situations equipment to measure gas quality. the network of internal experts
where standard training is less to be increased thus facilitating ∫ Harmonisation of training.
feasible due to the training topics the transfer of knowledge.
APPENDIX A2
ACTIVITY
SUMMARY. TALENT covered and the wide-geographical T R A I N I N G S TA F F : ∫ nsuring the dissemination,
E
MANAGEMENT
dispersion of students. This option A TEAM OF EXPERTS ∫ Identification of the people up-keeping and evolution
eliminates the expenses related Red Eléctrica’s Talent Management within the Company who would of internal knowledge.
to travel, accommodation and Model encourages individual be a source of expert knowledge.
meals as they are not necessary development, as well as the A team of internal experts
for students receiving this type acquisition and transmission of ∫ ecycling and updating of the
R who promote ‘learning from
of remote learning. knowledge. Thus, a considerable knowledge taught, and materials the experience of others’.
number of Knowledge Forums used, to adapt them to the
∫ Training and Development and training actions are delivered specific needs of the Company.
classrooms. by the Company’s internal experts.
-
TABLE OF 17
CONTENTS
03
-
INTRODUCCIÓN
01
TALENT
MANAGEMENT
MODEL
02
OUR CORPORATE
UNIVERSITY
MODEL - RED
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
THE WAY WE
MANAGE TRAINING
03
TRAINING
& DEVELOPMENT
PLAN
04
TRAINING
& DEVELOPMENT
PROGRAMMES
APPENDIX A1
TRAINING
& DEVELOPMENT
PLAN
APPENDIX A2
ACTIVITY
SUMMARY. TALENT
MANAGEMENT
TRAINING AND
DEVELOPMENT PLAN
-
TABLE OF
CONTENTS
Training and Development Plan

-
INTRODUCCIÓN
01
TALENT
MANAGEMENT
MODEL
02
OUR CORPORATE
UNIVERSITY
MODEL - RED
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
THE WAY WE
MANAGE TRAINING
03 Ever since the Company was set In order to design the Plan, the the strategy of the Group and that
TRAINING
& DEVELOPMENT
PLAN
up, the Red Eléctrica Group has Talent Management Area works on of the Human Resources area:
been committed to the training the following phases aligned with
and professional development
04 of its employees, placing
TRAINING
& DEVELOPMENT special emphasis on continuous STRATEGY OF THE RED ELÉCTRICA GROUP / HUMAN
PROGRAMMES
improvement and excellence. RESOURCES STRATEGY
For this reason, every year a new
APPENDIX A1
Training and Development Plan
TRAINING
& DEVELOPMENT is established, in order to anticipate
PLAN
and respond to the needs of the
organisation.
APPENDIX A2
ACTIVITY
Comprehensive Needs analysis Implementation Design of the
SUMMARY. TALENT
MANAGEMENT assessment Training Plan
H OW I S T H E P L A N
DESIGNED? of the plan Sources for the identification • Communication
of needs: of the Plan. • Definition of contents.
The Plan combines the planning • Current and future • Open calls for registration.
• Satisfaction and impact • Awarding of offers
and implementation of training assessment. Corporate needs. • Preparation of (Outsourcing).
actions that are geared towards • Reports and activity • Requests arising from documentation, equipment • Selection of Teachers.
the Business Units. and materials.
development, which will encourage assessment. • Methodologies.
• Follow-up • Needs detected through the • Monitoring
employees to improve their training, • Programming.
communication in Talent performance appraisal. and management.
thus helping to achieve business Panels. (1) • Needs detected through • Regular Reports. • Financial budget.
goals in addition to meeting the the measuring of the results
growth needs of all employees. of the previous year’s Plan.
(1) The Talent Panel is a validation and consensus body which contributes to providing greater rigour, objectivity and transparency to all processes related
to the Talent Management of Employee: training, professional development, performance appraisal and mobility.
-
TABLE OF
CONTENTS
-
INTRODUCCIÓN
The Training and Development Plan combines the planning and implementation
of training actions that will help boost the training of our professionals, thus
facilitating the achievement of our business objectives.
01
TALENT
MANAGEMENT
MODEL
02
OUR CORPORATE
UNIVERSITY
MODEL - RED OBJECTIVES OF THE PLAN ∫ espond to the needs of the
R M E T H O D O LO GY methodologies that enhance self-
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
The Training and Development business units, whether planned Each training action has a specific development and collaborative
THE WAY WE
MANAGE TRAINING Plan aims to: or unplanned, or those derived methodology defined, taking into experiences.
from innovation and which require account the Learning Strategy set
03
∫ oster the professional
F a proactive response on behalf out in the Global Talent Model. Currently, there is a virtual learning
TRAINING
& DEVELOPMENT
PLAN
development of employees of the Talent Management Area. platform, Aul@REE, that serves as a
by means of programmes that In order to determine the most meeting space to exchange different
promote the technical and generic ∫ urther develop the skills and
F appropriate methodologies for the learning resources: virtual training,
04 competencies defined by the abilities of the managerial team teaching of course contents, both lectures, questionnaires, training
TRAINING
& DEVELOPMENT Company. and employees belonging to high the goal pursued by each activity pills, bibliographical references,
PROGRAMMES
potential groups, establishing and the target group must be recorded training sessions as well
∫ upport employees in the
S behaviours and styles fostering taken into account. as recommendations from the
APPENDIX A1
performance of their duties, efficient management and participants in the various training
TRAINING
& DEVELOPMENT paying particular attention to following the guidelines defined The approach to be applied programmes.
PLAN
the needs that help new recruits by the Leadership Model of the includes face-to-face and virtual
integrate into the Company, Company. training, as well as a combination The Talent Management Department
as well as needs arising from of the both. The idea is to foster is supporting the use of virtual
APPENDIX A2
ACTIVITY
SUMMARY. TALENT functional changes which make ∫ acilitate the Occupational Health
F the use of virtual training, tools as one of the most relevant
MANAGEMENT
it necessary to define specific and Safety training required so as established in the Talent resources that will not only
training actions. that people are able to perform Management Model. encompass theoretical concepts,
their duties in a safe manner. but that will be accessible to all
∫ ffer innovative training and
O and can be shared throughout
development alternatives V I R T UA L T R A I N I N G : the organisation. A wide-ranging
that promote excellence and COMMITMENT catalogue of virtual training has been
continuous improvement, in line T O N E W T E C H N O LO G I E S established through Aul@REE.
with the Company’s strategy. We are fully committed to
increasing the use of virtual
training with the goal of providing
employees with alternative
-
TABLE OF
CONTENTS
-
INTRODUCCIÓN
The range of virtual training courses ∫ C12 First aid (basic). (agile methodologies, management For 2018, an adaptation of Aul@REE
offered continues to grow through of digital working…). is foreseen with new features aimed
the addition of new courses and ∫ C18 Work in offices. at enhancing the user’s experience.
01
TALENT
the transformation of existing Some courses will be opened up
MANAGEMENT
MODEL classroom-based training into ∫ 19 Efficient and safe driving
C to everyone, such as the MS Office Within this framework, the training
virtual format. Below are some of passenger cars (basic). training course. courses will be transformed into
02
OUR CORPORATE
examples: to a new concept of digital Campus.
UNIVERSITY
MODEL - RED
∫ 21 Works in confined spaces
C
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
∫ onstruction and maintenance
C (basic).
THE WAY WE
MANAGE TRAINING of high-voltage electricity
infrastructure. ∫ ome applications, such
S
03 as SIGIMAN, PORTEMAN,
TRAINING
& DEVELOPMENT
PLAN
∫ 05 High-voltage electricity risk
C MOVIMAN, etc.
and management of scheduled
outages. ∫ Disability awareness.
04
TRAINING
& DEVELOPMENT ∫ C06 Prevention management. ∫ ecordings of working
R
PROGRAMMES
procedures for certain activities,
∫ C07 Works at height (basic). such as SF6 gas handling, local
APPENDIX A1
operation, etc.
TRAINING
& DEVELOPMENT
∫ 10 Driving off-road vehicles
C
PLAN
(basic). ∫ Inclusion of training that
incentivises a more efficient
∫ C11 Fire-fighting (basic). approach regarding ways of working
APPENDIX A2
ACTIVITY
SUMMARY. TALENT
MANAGEMENT
Through Aul@REE an extensive

catalogue of courses has been
established as a firm commitment
to the use of virtual tools.
-
TABLE OF 21
CONTENTS
04
-
INTRODUCCIÓN
01
TALENT
MANAGEMENT
MODEL
02
OUR CORPORATE
UNIVERSITY
MODEL - RED
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
THE WAY WE
MANAGE TRAINING
03
TRAINING
& DEVELOPMENT
PLAN
04
TRAINING
& DEVELOPMENT
PROGRAMMES
APPENDIX A1
TRAINING
& DEVELOPMENT
PLAN
APPENDIX A2
ACTIVITY
SUMMARY. TALENT
MANAGEMENT
TRAINING AND DEVELOPMENT

PROGRAMMES
-
TABLE OF
CONTENTS
Training and Development

-
INTRODUCCIÓN
Programmes
01
TALENT
MANAGEMENT
MODEL
02
OUR CORPORATE
UNIVERSITY
MODEL - RED
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
THE WAY WE
MANAGE TRAINING
03 The existing range of training ∫ A

seguraT Programme ∫ Training on Work-life Balance ∫ Pool of ExperTs Programme
TRAINING
& DEVELOPMENT
PLAN
courses is currently grouped into
four thematic areas: ∫ NaTura Programme ∫ Training on Criminal Risks ∫ Pool of PoTential Programme
04
∫ Training on Equality ∫ LideraT Programme
TRAINING
& DEVELOPMENT
PROGRAMMES
TECHNICAL TRAINING S K I L L S D E V E LO P M E N T
Includes technical training This consists of the programmes ∫ Training on Quality ∫ PracTica Programme
programmes and consists of the where the necessary skills to carry
APPENDIX A1
theory and practical aspects that out each professional function
TRAINING
& DEVELOPMENT are required in order to work in each within the Company are taught and P R O G R A M M E S TA R G E T E D
PLAN
Business Unit, in addition to training are enhanced in the performance AT S P E C I F I C G R O U P S
on processes and procedures. This appraisal. Programmes specifically created
area also includes the new languages to develop certain groups, such as
APPENDIX A2
ACTIVITY
SUMMARY. TALENT programme and Occupational ∫ apaciTa Competencies
C new recruits, employees with high
MANAGEMENT
Health and Safety training. Programme potential and the management team.
∫ CapaciTa Programme ∫ InTegra Programme

C O R P O R AT E T R A I N I N G
∫ ual (FP) Programme – Advanced
D Embraces actions and programmes ∫ Enlace Programme
Qualification for Power Station that are transversal to the whole
Technicians Company. ∫ Mobility Programme
∫ Thabla programme ∫ Training on Sustainability

-
TABLE OF
CONTENTS
Technical Training
-
INTRODUCCIÓN
01
TALENT
MANAGEMENT
MODEL
02
OUR CORPORATE
UNIVERSITY
MODEL - RED
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
THE WAY WE
MANAGE TRAINING
03 The technical training programme ∫ Training targeted at employees

TRAINING
& DEVELOPMENT
PLAN
represents a fundamental part of the belonging to the areas: Corporate
Red Eléctrica Group’s training and Services, Administration,
development plan, as it includes the and Economic and Financial
04 necessary knowledge all employees Management.
TRAINING
& DEVELOPMENT
PROGRAMMES
should have in order to carry out
their duties and responsibilities. Due to the significant volume
of training required, and the high
APPENDIX A1
The Talent Management Department number of experts that require said
TRAINING
& DEVELOPMENT manages all the Company’s technical training, the Talent Management
PLAN
training. This requires a broad range Area designs specific training
of knowledge areas, which can be catalogues for these business areas
classified into the following three with relevant training actions.
APPENDIX A2
ACTIVITY
SUMMARY. TALENT main programmes:
MANAGEMENT
The training catalogue is a dynamic
∫ Training targeted at employees tool evolving every year to include The Talent Management Department
belonging to the Transmission new courses, and eliminating old
Infrastructure area. ones, depending on the needs manages all the Company’s technical
∫ Training targeted at employees
of the Company’s personnel.
training through a specific catalogue
belonging to the area dealing with of courses which covers the different
the Technical Management of the
System. needs of the business areas.
-
TABLE OF
CONTENTS
-
INTRODUCCIÓN
CapaciTa PROGRAMME
01
TALENT
MANAGEMENT
MODEL
02
OUR CORPORATE
OBJECTIVES - Training targeted at employees ∫ Legal. ∫ rocess improvement training
P
UNIVERSITY ∫ Train employees of the Red belonging to the Transmission using the Lean methodology.
MODEL - RED
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
Eléctrica Group to carry out their Infrastructure area. ∫ Transversal (cross-Company).
THE WAY WE
MANAGE TRAINING duties and functions in their ∫ roject Management Training
P
respective roles. - Training targeted at employees In 2017, noteworthy are the following in accordance with ISO 21500.
03 belonging to the area dealing actions:
TRAINING
& DEVELOPMENT
PLAN
∫ ffer a retraining programme in
O with the Technical Management Due to the various profiles
accordance with the Company’s of the System. ∫ xpansion and consolidation
E and specialisation levels, it is
changing needs, facilitating of practical training on protection necessary to further develop training
04 the ongoing professional - Training targeted at employees systems, in the Protections plans included in the CapaciTa
TRAINING
& DEVELOPMENT
PROGRAMMES
development of employees. belonging to the areas: Corporate Workshop-Classroom of the programme:
Services, Administration, Campus in Tres Cantos.
∫ isseminate knowledge regarding
D and Economic and Financial Theory training programmes
APPENDIX A1
Red Eléctrica as transmission Management. ∫ ertification in local operation for
C Comprising fundamental concepts
TRAINING
& DEVELOPMENT agent and electricity system experts of the Red Eléctrica Group. of all the aforementioned knowledge
PLAN
operator to other entities in the areas.
industry, both at national and W H AT A R E YO U G O I N G ∫ pecific training on pumped-
S
international level. TO LEARN? storage for the Chira-Soria project. Retraining programmes
APPENDIX A2
ACTIVITY
SUMMARY. TALENT
∫ T he necessary knowledge and In particular, those targeted at
MANAGEMENT
skills required to correctly perform ∫ ew Programme for Electricity
N two major groups:
WHO IS IT FOR? your professional activity. System Operation Specialists.
∫ All employees of the Red ∫ ontrol centre operators.
C
Eléctrica Group. ∫ T raining on handling SF6 gas, Includes retraining on service
CONTENTS without certification. restoration plans, as well as the
∫ T he CapaciTa programme is ∫Operation and Transmission analysis and study of various
organised around three main of Electricity. ∫ Inclusion into the training plan of all system critical situations.
areas of knowledge: the employees of the subsidiaries
∫ Economic and financial. of the Red Eléctrica Group.
-
TABLE OF
CONTENTS
- CapaciTa PROGRAMME
INTRODUCCIÓN
∫ acilities maintenance experts.

F virtual classes and tutorials, and Energy Sector within a framework Operator Training Simulator (OTS):
To ensure their maximum classroom exams at the university. of liberalisation at an international
01
TALENT
professional qualification and It is made up of two postgraduate level and raises awareness about ∫ The Operator Training Simulator
MANAGEMENT
MODEL keep their training updated. This programmes, each of one-year the interaction between the main is the benchmark training tool
training ensures that facilities are duration: industries within the gas and to retrain all the professional
02
OUR CORPORATE
kept in the best condition possible, electricity sector. This course is groups that work in the control
UNIVERSITY
MODEL - RED therefore ensuring they are ∫ roject and Construction
P entirely classroom-based and centres.
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
available at all times. of High-Voltage Electricity taught in exclusively English.
THE WAY WE
MANAGE TRAINING Infrastructure. ∫ T his simulator facilitates updated
∫ T here are no specific retraining 3. System Operation Specialist technical training and assesses
03 plans for those professional ∫ aintenance of High-Voltage
M Course (Red Eléctrica-ICAI) the response capacity of
TRAINING
& DEVELOPMENT
PLAN
groups with fewer employees, Electricity Infrastructure. Postgraduate course by means participants in complex situations
but nevertheless, they do have of which the Universidad Pontificia and when working under pressure.
access to advanced level courses Its main objective is to provide de Comillas (ICAI) provides the
04 that include specific objectives a global vision of the Transmission theory for the course and the ∫ T he simulator is updated to mirror
TRAINING
& DEVELOPMENT
PROGRAMMES
to update and recycle training. business, both for experts academic degree while Red Eléctrica the CECOEL and CECORE Electricity
belonging to the Transmission provides the practical element, Control Centres and the Control
Postgraduate training Infrastructure area as well as other by means of the Operator Training Centre of Renewable Energy
APPENDIX A1
This type of training is an important experts that need to acquire or Simulator. It is targeted at future (CECRE).
TRAINING
& DEVELOPMENT element encompassed within the improve this global vision. It is an electricity control centre operators.
PLAN
advanced training which is part initiative devoted to increasing Key Features of the OTS:
of the CapaciTa programme. employability and contributes Another essential element regarding
At present, agreements with to internal mobility. employee training is practical ∫ It enables the behaviour of an
APPENDIX A2
ACTIVITY
SUMMARY. TALENT various universities are in place: training. There are specific practical electricity system to be modelled
MANAGEMENT
2. Specialisation in the Economy training programmes, among which with great precision and exactly
1. Master’s Degree in Project, of the Energy Sector (Carlos III are the following are noteworthy: mirrors the actual system with
Construction and Maintenance University) which the operators will work.
of High-Voltage Electricity Intended for university graduates ∫ T raining on electricity systems
Infrastructure (ICAI) mainly from the Business Units. operation, by means of the ∫ It is useful for training how to
Geared towards experts, mainly It provides a global vision of the Operator Training Simulator. manage risk situations, as well
from the Business Units, with the functioning of the Spanish This training is aimed not only as service restoration plans.
a technical Bachelor’s degree. at operators but also other
It is blended learning that includes professional groups.
-
TABLE OF
CONTENTS
- CapaciTa PROGRAMME
INTRODUCCIÓN
The CapaciTa Programme also The CapaciTa programme also related theory through the use provided on technical, safety and
offers: includes training on all software of the Operator Training Simulator environmental aspects, with no
01
TALENT
and IT technology: and includes the participation associated certification.
MANAGEMENT
MODEL
∫ T raining on systems regarding of Red Eléctrica’s operation
control, protections and ∫ orporate tools, including
C personnel and staff from Spanish ∫ ertification of employees as
C
02
OUR CORPORATE
communications, taught at the Office packages and corporate and European generation and Local Operators in Substations.
UNIVERSITY
MODEL - RED Workshop-Classroom of the applications, such as SAP, BDI, distribution companies.
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
Campus in Tres Cantos, mainly ADIR, GEORED, etc. In 2017, the certification of
THE WAY WE
MANAGE TRAINING geared towards engineering, ∫ Training for SF6 Gas handling. professionals working as Local
construction and maintenance ∫ T echnical computing, including Upon completion of the training, Operators in Substations has
03 experts. more specialised technical a certificate for the handling of continued, by means of providing
TRAINING
& DEVELOPMENT
PLAN
software packages, such SF6 gas is issued; a mandatory the training and testing that
∫ T raining on specific equipment, as PSS-E, Matlab, AutoCAD, certification for all Red Eléctrica’s guarantees the safety of both
organised at the manufacturers’ PSCAD, Oracle, etc. employees in charge of the people and facilities, as well as the
04 or providers’ facilities, when recovery of said gas, according ensuring optimal performance of
TRAINING
& DEVELOPMENT
PROGRAMMES
the appropriate conditions are Among the retraining programmes, to Royal Decree 795/2010. This those activities regarding the Local
not met at the facilities of the those targeted at two big groups latest training has now been Operation of Substations.
Campus. should be highlighted: Control included in the catalogue of
APPENDIX A1
centre operators and facilities courses. ∫ ertification of subcontracted
C
TRAINING
& DEVELOPMENT
∫ ther courses with a more
O maintenance specialists. professionals to carry out local
PLAN
practical approach: ∫ A
dditionally, through Aul@REE, operations without supervision.
In addition, other activities of value employees can find short video The purpose is the certification
- Installation of temporary to the Company are managed: recordings on SF6 handling of other companies’ staff working
APPENDIX A2
ACTIVITY
SUMMARY. TALENT emergency electricity towers. allowing them to review the works in Red Eléctrica facilities.
MANAGEMENT
∫ ervice restoration simulation
S that are usually carried out with
-Topography and GPS drills. The expertise of Red this gas. The purpose of this initiative is
equipment. Eléctrica in this field means to reduce workplace risks arising
they take the leading role, Furthermore, and taking from this kind of works and
- Thermography, etc. guaranteeing the necessary into account the enormous increase the quality and efficiency
training so that participants environmental impact SF6 gas in the maintenance of its lines
know how to act in emergency has, training sessions will be and substations.
situations. This activity includes
practical training along with the
-
TABLE OF
CONTENTS
-
INTRODUCCIÓN
DUAL (FP) PROGRAMME – Advanced Qualification

01
for Power Station Technicians
TALENT
MANAGEMENT
MODEL
02
OUR CORPORATE
OBJECTIVES The Red Eléctrica Group is a pioneer in Spain in the
UNIVERSITY
The Dual FP (Spanish for Formación
Dual (FP) Programme - Advanced Qualification for Power
MODEL - RED
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
Profesional) Programme is based
THE WAY WE
on a blend of both employment and
MANAGE TRAINING
training that aims to provide people Station Technicians.

03 with a professional qualification
TRAINING
& DEVELOPMENT
PLAN
through a workplace-based style
of learning (in-company) and this is ∫ epresent an improvement in the
R 3. Management of the assembly, Management Area of Red
coupled with professional training educational system. operation and maintenance Eléctrica, mainly of the Substation
04 activities within the framework of of electricity substations. Maintenance Department. There
TRAINING
& DEVELOPMENT the FP system for employment. ∫ acilitate access for women to
F will be 444 hours of mentoring per
PROGRAMMES
For information purposes, this these positions. Students will enjoy a paid internship intern (work centre training) and this
qualification is similar to the HND during their time at the Company. will be conducted in the Company’s
APPENDIX A1
qualification in the UK. The official professional certificate Transmission Facilities of the various
TRAINING
& DEVELOPMENT that will be obtained is the ‘Dual FP For the design and delivery of the Regional Areas.
PLAN
Through this initiative, a new way Programme - Advanced Qualification training of this first edition, an initial
of employing technical specialists for Power Station Technicians’, investment of more than 8,000 This project requires the proactive
in the Facilities Maintenance which is approved by the Ministry hours is foreseen. The number of collaboration of the Maintenance
APPENDIX A2
ACTIVITY
SUMMARY. TALENT
Management Area will be of Education and is made up of three hours to be invested in successive Department and the Human
MANAGEMENT
established, which will facilitate the professional qualifications: editions is estimated at 1,800 for Resources Department and will
incorporation of the necessary staff. the delivery of content and 2,800 for bring about a change in the current
This system, in addition, will: 1. Management of thermoelectric the mentoring of students on this approach, which requires that Dual
power station operations. internship programme. FP is understood as something more
∫ elp identify the best candidate
H than a channel for recruitment, it
profiles in the preselection process. 2. Management of hydroelectric The development of the technical provides a new candidate profile with
power station operations. contents of the modules will be the a different career plan.
∫ educe the time required by new
R responsibility of the technical expert
recruits to adapt to the job position. from the Facilities Maintenance
-
TABLE OF
CONTENTS
- DUAL (FP) PROGRAMME – Advanced Qualification for Power Station Technicians

INTRODUCCIÓN
In accordance with the basic Benefits that the Red Eléctrica ∫ It will generate a new professional to be recruited. This process
principles of our sustainability Group brings to society through profile that facilitates generational allows the Company to have
01 model, the Red Eléctrica Group is this initiative: change and can be developed in a more in-depth knowledge
TALENT
MANAGEMENT
MODEL committed to creating value for all ∫ Increase in employability different areas: lines, substations of the candidate profiles prior
its stakeholders. With this project, by facilitating the process of and protections and control. to recruiting.
02
OUR CORPORATE
the greatest impact will fall on the incorporation into the Company.
UNIVERSITY
MODEL - RED following groups: ∫ It will be a fundamental instrument ∫ It will help incorporate women
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
∫ Provides the labour market with for attracting talent: creation of a into technical specialist positions.
THE WAY WE
MANAGE TRAINING
∫ ducational entities and society
E the best professionals. highly specialised pool of people
in general, through collaboration with advanced technical training, ∫ It will help strengthen relations
03 in this training programme, ∫ Creates value for educational under our culture and ‘How we with the Public Administrations
TRAINING
& DEVELOPMENT
PLAN
transferring our knowledge entities by increasing the number do things’. Guaranteeing the (Education, Employment and
and know-how and promoting of professional qualifications preservation of the Company’s Energy).
employment and job opportunities. that have an actual demand for ‘know-how’ (knowledge
04 qualified workers. This initiative management). ∫ It will help reduce the time
TRAINING
& DEVELOPMENT
PROGRAMMES
∫ mployees and interns, ensuring
E allows students to gain practical dedicated to training once
the continuity of the business experience through hands-on ∫ It will accelerate the integration incorporated into the workforce.
project and job stability, advancing in-company training and gives of employees into the Company.
APPENDIX A1
in equal opportunities, transferring them an insight into the working Reducing induction and integration Chronology:
TRAINING
& DEVELOPMENT our knowledge and promoting world. times. ∫ Order EDU/1562/2011, of 1 June,
PLAN
professional development, establishes the curriculum for the
guaranteeing occupational health ∫ Professionals with high technical ∫ It will reduce the time and costs Advanced Qualification for Power
and safety and consolidating training, ensuring a more related to task of covering Station Technicians professional
APPENDIX A2
ACTIVITY
SUMMARY. TALENT ethical, responsible, social and sustainable energy model. vacancies for technical qualification.
MANAGEMENT
environmental behaviour. maintenance specialists carried
∫ Offers women the opportunity out by the Recruitment area ∫ Graduation of the first class
∫ roviders of goods and services and
P to enter jobs traditionally occupied of HR. It will help improve is expected in December 2019.
Temporary Employment Agencies, by men. recruitment standards.
committing ourselves to ensure
stable and long-term relationships, As a part of the Company’s employer ∫ The continuous assessment
by providing them with highly branding, quality jobs will be and monitoring of the progress
qualified professionals familiar guaranteed, because: of the students will allow the
with our processes and procedures. candidates with the best profiles
-
TABLE OF
CONTENTS
- DUAL (FP) PROGRAMME – Advanced Qualification for Power Station Technicians

INTRODUCCIÓN
A process of collaboration between the education system

and the working world, with benefits for both parties.
01
TALENT
MANAGEMENT
MODEL
02
OUR CORPORATE
UNIVERSITY
MODEL - RED
ELÉCTRICA
GROUP CAMPUS. Modules of the curricular roadmap
TRANSFORMING
THE WAY WE
MANAGE TRAINING
Module Course/year Hours of In-company
classroom education working hours
03
TRAINING Electricity system in power stations 1st 192 40
& DEVELOPMENT
PLAN
Electricity substations 1st 192 192
Telecontrol and automation 1st 224 120
Electricity risk prevention 1st 64 90
04
TRAINING Electricity generation – power stations 1
st
192 -
& DEVELOPMENT
PROGRAMMES Electricity operation - power stations 2nd 189 -
Electricity maintenance - power stations 2nd 210 20
Coordinating teams 2nd 63 60
APPENDIX A1
TRAINING Electricity power station projects 2
nd
30 -
& DEVELOPMENT
PLAN Training and orientation in the workplace 1st 96 15
Business and entrepreneurship 2nd 63 15
Power station and electricity substation elements 2nd 105 114
APPENDIX A2
ACTIVITY
Work centre training 2nd - 444
SUMMARY. TALENT
MANAGEMENT Energy Campus 1 and 2nd
st
- 50
Educational visits to facilities 1st and 2nd - 40
Total hours of training 1,620 1,200

Total hours for the complete professional qualification 2,820
-
TABLE OF
CONTENTS
-
INTRODUCCIÓN
Thabla PROGRAMME
01
TALENT
MANAGEMENT
MODEL
02
OUR CORPORATE
Red Eléctrica maintains a firm W H AT A R E YO U G O I N G
TO LEARN?
The percentage of certifications obtained
UNIVERSITY
commitment to helping all
through this programme stood at 85 %.
MODEL - RED
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
those employees that need to ∫ Development of verbal and written
THE WAY WE
MANAGE TRAINING communicate in a foreign language, skills in English and/or French,
to reach the appropriate level that necessary to undertake current
03 will enable them to do so fluently or future positions within the
TRAINING
& DEVELOPMENT
PLAN
and effectively. Company. The language programme NEW CONTENT
will be developed under the OF THE PROGRAMME In 2017 a total of 20 people
Common European Framework The new language training obtained an official Cambridge
04 OBJECTIVES of Reference, depending on the programme includes substantial certificate, by passing either
TRAINING
& DEVELOPMENT
PROGRAMMES
∫Develop communication skills individual needs of the employees improvements: such as a more the First Certificate or the
and competencies in the foreign who participate in the programme. in-depth needs analysis, that will Advanced.
language according to set aim to determine the needs and
APPENDIX A1
pedagogical goals. opportunities for using the language Similarly, 2 employees
TRAINING
& DEVELOPMENT CONTENTS in the working environment and, in obtained the DELF certificate
PLAN
∫ Enabling verbal and written ∫ Those specific for each language/ addition, the evolution of the training granted by the French Ministry
communication with institutions, knowledge level, according to the methodology that will gradually of Education.
providers and international bodies Common European Framework replace the on-site lessons with
APPENDIX A2
ACTIVITY
SUMMARY. TALENT to be undertaken while, at all times, of Reference for Languages (CEFR). technology that will support the
MANAGEMENT
maintaining the levels of quality and programme.
efficiency expected of a Company ∫ New contents regarding Business
such as ours. Management Skills. The majority of the training will be
given through the Aul@REE platform,
∫ Official certificates (First Certificate, a state-of-the-art training platform
WHO IS IT FOR? Advanced, TOEIC, DELF). that will provide a bespoke response
∫ Employees who require it to to the needs of the employees.
adequately carry out their current
or future duties and responsibilities.
-
TABLE OF
CONTENTS
-
INTRODUCCIÓN
AseguraT PROGRAMME
01
TALENT
MANAGEMENT
MODEL
02
OUR CORPORATE
Red Eléctrica promotes the health management of knowledge ∫ T here are 3 groups related to Planning of training
UNIVERSITY
MODEL - RED and safety of its employees in can also be acquired through global risks associated with job ∫ T his management system and the
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
the workplace, by facilitating experience, improved processes positions, 12 specific groups structure described in the AM012
THE WAY WE
MANAGE TRAINING the relevant knowledge of risks and the analysis of the results associated with activities and 3 Guide have been prepared in SAP’s
associated with each job position, obtained in Occupational Health groups associated with people corporate applications (SIGIFORM,
03 taking into account the facilities and Safety. who carry out specific functions. SIGIDEPE and SIGIORG) to obtain
TRAINING
& DEVELOPMENT
PLAN
where each worker carries out the actual situation at a specific
their functions and duties and the The main activities established in Identification of the necessary date and in this way be able
measures to be taken to prevent the AM012 Guide are the following: training to design the training programme
04 said risks. ∫ T raining needs to be satisfied for the new period.
TRAINING
& DEVELOPMENT
PROGRAMMES
Setting up of the groups for each identification group are
To achieve this, an Occupational for risk identification defined as well as the frequency
Health and Safety Training Plan ∫ In order to plan occupational with which these are to be applied. OBJECTIVES
APPENDIX A1
is defined, thus optimising health and safety activities, These needs are transformed into ∫ Training Red Eléctrica employees
TRAINING
& DEVELOPMENT resources and complying with identification groups are created, specific training actions through to perform the activities inherent
PLAN
legal regulations. The activities encompassing all Red Eléctrica’s the design of theory and practical to their position or other voluntary
undertaken in the drafting of said employees. A person can be contents, both for the classroom activities, enhancing their
Plan are contained in the AM012 included in more than one group. and for virtual learning. knowledge and complying with
APPENDIX A2
ACTIVITY
SUMMARY. TALENT Action Guide. the legal regulations on workplace
MANAGEMENT
∫ T hese groups are created Allocation of workers to groups risk prevention.
The purpose of the Guide is to depending on the activities ∫ hen an employee joins an
W
establish a permanent plan carried out at Red Eléctrica and, organisational unit, as a new
for training actions regarding as a result of that, according to recruit, or through a change WHO IS IT FOR?
Occupational Health and the risks the workers are exposed of activity, they will automatically ∫ All Red Eléctrica’s employees.
Safety, optimising resources to in their job positions. Each be allocated to the identification
and complying with the legal group corresponds to a certain groups associated with the
regulations established in this professional qualification. position they will hold.
field. The improvement and
-
TABLE OF
CONTENTS
- AseguraT PROGRAMME
INTRODUCCIÓN
W H AT A R E YO U G O I N G - Planning, verification, preparation NEW CONTENT ∫ C21 Works in confined spaces.

TO LEARN? and execution of construction OF THE PROGRAMME
01
TALENT
∫ Risks associated with tasks and maintenance works of Mandatory and other voluntary ∫ daptation to a virtual learning
A
MANAGEMENT
MODEL required to fulfil the duties and facilities. certifications will be listed on the format of the basic level contents
responsibilities assigned. employee self-service portal. of C07 Works at height for
02
OUR CORPORATE
- Low-voltage electricity risk. electricity line personnel, C10
UNIVERSITY
MODEL - RED
∫ Safe working processes. The Occupational Health and Driving off-road vehicles, C11 Fire
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
- Works at height. Safety Training Plan in force will prevention and evacuation plans,
THE WAY WE
MANAGE TRAINING
∫ How to optimise resources pay special attention to: C12 First aid, C19 Efficient and
provided by the Company. - Manual and mechanical cargo safe driving of passenger cars
03 handling. Outsourced training: (basic), and C21 Works in confined
TRAINING
& DEVELOPMENT
PLAN
∫ Legal and internal rules on ∫ C07 Works at height for electricity spaces.
workplace risk prevention. - Works in confined spaces. line personnel.
Internal training:
04
∫ Individual protection equipment - Felling, pruning and clearing ∫ C08 Manual and mechanical ∫ Virtual learning C05 High-voltage
TRAINING
& DEVELOPMENT
PROGRAMMES
available at Red Eléctrica for of trees. cargo handling. electricity risk and management
the various activities associated of scheduled outages.
with the different job positions. - Travel in passenger cars and ∫ C10 Driving off-road vehicles.
APPENDIX A1
off-road vehicles. ∫ Virtual learning C06 Prevention
TRAINING
& DEVELOPMENT
∫ spects related to the Healthy
A ∫ C11 Basic Firefighting. management.
PLAN
Workplace Model. - First aid.
∫ C12 First Aid, with a particular ∫ C15 Retraining in safety.
- Fire extinguishing, building focus on cardio-pulmonary
APPENDIX A2
ACTIVITY
SUMMARY. TALENT CONTENTS evacuation and firefighting resuscitation (CPR). ∫ Updating of Virtual learning C18
MANAGEMENT
∫ Risk identification group: first-response teams. Working places.
∫ C13 Low-voltage electricity risk,
- Management or administrative - Risk prevention representatives. mainly practical and targeted ∫ T raining actions related to the
work in offices. to works carried out within the Healthy Workplace Model.
∫ Health care awareness. Company’s facilities.
- Shift work.
∫ C19 Driving vehicles in adverse
conditions.
-
TABLE OF
CONTENTS
-
INTRODUCCIÓN
NaTura PROGRAMME
01
TALENT
MANAGEMENT
MODEL
02
OUR CORPORATE
Environmental awareness helps OBJECTIVES NEW CONTENT ∫ Compulsory training for each
UNIVERSITY
MODEL - RED safeguard and protect the natural ∫ Train Red Eléctrica’s personnel OF THE PROGRAMME group. Groups are formed
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
environment and is one of the in environmental matters. During 2017, the environmental according to the activities
THE WAY WE
MANAGE TRAINING core values of the Company. training plan was drafted to carried out in Red Eléctrica,
Red Eléctrica goes to great improve knowledge and comply and also depending on the need
03 lengths to make its business WHO IS IT FOR? with not only the legal regulations, for knowledge acquisition related
TRAINING
& DEVELOPMENT
PLAN
requirements compatible with ∫ Everyone in the Company but also the internal rules to the job position or the activity
environmentally responsible and, above all, environmental established by the Company in of employee.
behaviour. experts. this matter. The plan includes
04 the assignment of recommended In 2018, the execution of the
TRAINING
& DEVELOPMENT
PROGRAMMES
Within this framework, and environmental training needs, training action plan designed
complementarily to it, during W H AT A R E YO U G O I N G compulsory or voluntary, for in 2017 will begin.
the term of this plan, training TO LEARN? most of the positions within the
APPENDIX A1
actions targeted to the prevention ∫ T echnical, environmental and organisation, mainly for those
TRAINING
& DEVELOPMENT and reduction of environmental regulatory content. belonging to the Transmission
PLAN
impacts will be carried out, Infrastructure area.
as well as to raise awareness ∫ T he impact of our actions
and comply with internal on the natural environment. This plan includes:
APPENDIX A2
ACTIVITY
SUMMARY. TALENT procedures. Also, respect for
MANAGEMENT
the environmental regulations ∫ Groups of activities related
and legislation in force is also CONTENTS to the environment, developed
one of the core values. ∫ Technical, environmental by the Company’s personnel.
and regulatory.
∫ Job positions that are
responsible for the management,
supervision or execution of the
activities identified for each
group.
-
TABLE OF
CONTENTS
Programme for the Development

-
INTRODUCCIÓN
of Competencies
01
TALENT
MANAGEMENT
MODEL
02
OUR CORPORATE
UNIVERSITY
MODEL - RED
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
THE WAY WE
MANAGE TRAINING
03 The Red Eléctrica Group development and the development ∫ Ensure that full advantage is ∫ Promote learning by means of
TRAINING
& DEVELOPMENT
PLAN
is committed to the definition of their teams. taken of the training provided, shared experience (best practices),
of models for the management using high-impact technological situation analysis, debates among
of competencies and the design ∫ Involve all participants in the resources, fostering the continuous participants and experts, and
04 of innovative development importance of developing Red interactivity of the workforce. application and implementation.
TRAINING
& DEVELOPMENT
PROGRAMMES
processes. These facilitate Eléctrica’s competencies as
the employees’ professional leverage to achieve their objectives ∫ Use various types of The skills and competencies
development and their acquisition and those of the organisation. methodologies, Online and roadmaps propose a blended-
APPENDIX A1
of knowledge, provides experience classroom-based training, learning methodology (face-to-
TRAINING
& DEVELOPMENT and social learning and facilitates ∫ T rain the techniques and skills facilitating and promoting learning, face and virtual) including various
PLAN
its application in the workplace necessary to successfully solve fostering efficient working habits resources to achieve learning
and enables them to put concepts real situations in the performance and transferring the skills and objectives, and the professional
into practice. of their duties requiring the use competencies learned to the development within the different
APPENDIX A2
ACTIVITY
SUMMARY. TALENT of these skills. workplace. level of each skill/competency.
MANAGEMENT
In view of this situation, the
Company has implemented
a project to develop key skills
and competencies, that will: The company has implemented a project for the development
∫ Raise awareness among
of key competencies based on the Blended learning
participants and supervisors methodology (face-to-face and virtual training) to achieve the
regarding the importance of
their role to ensure their own learning and development objectives within each competency.
-
TABLE OF
CONTENTS
-
INTRODUCCIÓN
7 training roadmaps have been designed, Each training roadmap includes: corresponding roadmap that will be
managed through Red Eléctrica’s
to support the development of the ∫ On-line training: the participant training platform, which includes
accesses the theory pills to details of the various training and
general skills and competencies required
01
TALENT
MANAGEMENT
MODEL establish a base knowledge, activities that will be conducted.
02
in Red Eléctrica, with the aim of covering they will perform individual and
group activities defined in the
Participants will be able to consult
data regarding their progress and the
OUR CORPORATE
UNIVERSITY
MODEL - RED
ELÉCTRICA
the areas for improvement detected learning experiences and will have degree of participation at all times.
GROUP CAMPUS. 3 planned synchronous sessions
in each competency.
TRANSFORMING
THE WAY WE
MANAGE TRAINING (video conference).
OBJECTIVES
03
∫ Classroom-based sessions: ∫ Develop the skills and
TRAINING
& DEVELOPMENT
PLAN
The student will participate competencies training model so
in 3 classroom-based sessions it includes expository learning/
aimed at sharing practical instruction focused on theoretical
04 experiences and clarifying knowledge acquisition and the
TRAINING
& DEVELOPMENT
PROGRAMMES
doubts on contents and practices application of experiential and
conducted. social learning techniques, focused
on collaborative and practical
APPENDIX A1
∫ pplying learning to the workplace:
A learning experiences, with a
TRAINING
& DEVELOPMENT The participant will generate high level of gamification and
PLAN
their Individual Development Plan motivation.
(IDP) for the corresponding skill,
adapted to their level and focused ∫ Ensure the transfer of skill and
APPENDIX A2
ACTIVITY
SUMMARY. TALENT on the performance of activities competencies to the workplace,
MANAGEMENT
to apply the knowledge acquired by means of an Individual
during the learning phase to the Professional Development
workplace. Plan, focused on each skill and
competency. The IDP is a long-
This programme will have a virtual term goal and therefore will remain
mentor who will guide, encourage, in force even after a training
support and continuously monitor roadmap has been completed.
the participant.
The Talent Management Department WHO IS IT FOR?

will assign the participant the ∫ A
ll Company employees.
-
TABLE OF
CONTENTS
-
INTRODUCCIÓN
In 2017, a training and development programme for all personnel of the
Information Systems and Technology Area has been carried out.
01
TALENT
MANAGEMENT
MODEL
W H AT A R E YO U G O I N G ∫ Team coordination. Additionally, in 2017, a training ∫ romote the development of

P
02 TO LEARN? and development programme current and future IT capability
OUR CORPORATE
UNIVERSITY
MODEL - RED Acquisition of behaviours constituting In 2017, individual mentoring for all personnel of the Information requirements.
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
key Red Eléctrica’s skills and support has been promoted Systems and Technology Area has
THE WAY WE
MANAGE TRAINING competencies, including a learning in order to help participants been carried out for 66 people, ∫ Promote cultural change.
phase and an application to the understand the activities to be with the following objectives:
03 position phase, creating Individual undertaken and to define the actions The basic architecture of the
TRAINING
& DEVELOPMENT
PLAN
Professional Development Plans. of their Individual Development ∫ acilitate the professional
F programme:
Plan’s (IDP), which is the main development of the whole of
goal of this programme. the Information Systems and
04 CONTENTS Technology Area.
TRAINING
& DEVELOPMENT
PROGRAMMES
∫ Team working. On the other hand, a Training
and Development Programme
∫ sing initiative and problem-
U ‘Management of Maintenance
GENERIC COMPETENCIES
APPENDIX A1
solving. Equipment’ on managerial skills
TRAINING
& DEVELOPMENT and competencies has been set
PLAN
∫ Efficiency and productivity. up for a group of 52 specialists, Training Flash Workshops to support the transfer
Training and Development of learning to the workplace
from the Facilities Maintenance
of skills and tools Apply the knowledge and tools acquired
∫ Innovation and continuous Management Area, who lead
APPENDIX A2
ACTIVITY
SUMMARY. TALENT improvement. working groups and who have
MANAGEMENT
management functions assigned. On the job training and systemic working sessions
∫ Customer orientation. The mentoring has been carried Provide support in the management process
out by experts, belonging to the
∫ A
daptation and change ‘Pool of Potential – Technical
management. Specialists’ who have showcased
their skills as expert mentors TECHNICAL COMPETENCIES
∫ omprehensive overview
C in competencies regarding
of Red Eléctrica. management with this group Definition Self-assessment Performance
of Competencies questionnaire Development Training
of work colleagues. by profile Interviews with Actions
Line manager
-
TABLE OF
CONTENTS
The European
-
INTRODUCCIÓN
This initiative has placed special On the other hand, a new profile NEW CONTENT
emphasis on the transfer of of technical competencies has OF THE PROGRAMME
Commission has learning to the workplace and been defined, and has been During the last quarter of 2017,
selected the by supporting the Information adapted to the European reference work was carried out on the design
01
TALENT
MANAGEMENT
MODEL Systems and Technology Area framework of IT competencies. of a new model that will substitute
02
initiative of Red management team in its role of
leading the process of cultural
the concept of ‘Competencies’
for that of ‘Key Abilities’ and it will
Eléctrica Group
OUR CORPORATE
UNIVERSITY
MODEL - RED transformation of the unit. be implemented in 2018.
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
THE WAY WE
MANAGE TRAINING
as a success
story that will
KEY ABILITIES
03
be published in
TRAINING
& DEVELOPMENT
PLAN
the next version

of the e-CF ICT
04
TRAINING
& DEVELOPMENT
PROGRAMMES
Profiles, based on
APPENDIX A1
TRAINING
& DEVELOPMENT
the e-Competence
Transversal Non-managerial staff Managerial staff
Framework
PLAN
APPENDIX A2
(European reference 1. Collaboration 1. Knowledge Management 1.Development of Leaders
ACTIVITY 2. Change management 2. Innovation and continuous 2.Impact and influence
SUMMARY. TALENT
MANAGEMENT
framework for improvement
3. Business development
information and 3. Initiative

4. Being a reference
4. Communication regarding the values of the
communication 5. People management
Red Eléctrica Group
5.Development of teams
technology 6. Planning and organisation
6.Transformation and innovation
7. Customer orientation
competencies). 8. Problem analysis and
7. Stakeholder management
decision making 8. Strategic vision
-
TABLE OF
CONTENTS
Corporate
-
INTRODUCCIÓN
Training Programme
01
TALENT
MANAGEMENT
MODEL
02
OUR CORPORATE
UNIVERSITY
MODEL - RED
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
THE WAY WE
MANAGE TRAINING
03 The Red Eléctrica Group In addition, the training for legal entities has been included have occurred as a result of not
TRAINING
& DEVELOPMENT
PLAN
is committed to achieving programme for criminal risk for crimes committed, by the having exercised due control.
excellence in the development prevention aims to raise management teams or people
of its activities. Aware of this, it awareness among employees subject to their authority, in the Training actions focused on
04 must integrate into its training regarding the amendments to the name and on behalf of the legal the following thematic areas will
TRAINING
& DEVELOPMENT
PROGRAMMES
strategy actions fostering quality, Spanish Criminal Code. For the first entity and for the individuals own be carried out:
sustainability, the promotion of time ever, criminal responsibility benefit, when the criminal act may
diversity and the quest to find a
APPENDIX A1
better work-life balance.
TRAINING
& DEVELOPMENT
PLAN
SUSTAINABILITY CRIMINAL RISKS

APPENDIX A2
ACTIVITY
SUMMARY. TALENT
MANAGEMENT
DIGITAL QUALITY
TRANSFORMATION
WORK-LIFE
EQUALITY
BALANCE
-
TABLE OF
CONTENTS
Red Eléctrica
INTRODUCCIÓN
OBJECTIVES ∫ Understand and manage digital ∫ T raining on work-life balance
∫ Facilitate a work-life balance competencies as an essential and on equality and its implication
culture, in accordance with the integrates into requirement for performing work in people management.
legal framework in force and the
its training in an effective and productive
01
TALENT
MANAGEMENT
MODEL Work-life Balance Plan approved manner. ∫ T raining on criminal responsibility.
by the Company, supporting the strategy actions
02 implementation of the work-life ∫ International standard ISO
fostering quality,
OUR CORPORATE
UNIVERSITY
MODEL - RED balance management model WHO IS IT FOR? 9001:2000.
ELÉCTRICA
defined by Red Eléctrica, in ∫ A
ll Company employees.
sustainability,
GROUP CAMPUS.
TRANSFORMING
THE WAY WE
MANAGE TRAINING addition to measures adopted
on this matter for the various
areas of the Company.
the promotion of W H AT A R E YO U G O I N G
NEW CONTENT
OF THE PROGRAMME
03
TRAINING
& DEVELOPMENT
PLAN
diversity and the TO LEARN? ∫ Criminal Risks: Specific training
Foster a leadership style Key concepts and criteria actions will be carried out for the
quest to find a
∫ ∫
committed to work-life balance regarding Sustainability in Red managerial team, new recruits
04
TRAINING
& DEVELOPMENT
and involve the management
team as managers of work-life
better work-life Eléctrica and its day-to-day
implementation.
and the workforce as a whole.
balance.
PROGRAMMES
balance and equality. ∫ Digital transformation: a
∫ Key concepts facilitating the corporate awareness and training
APPENDIX A1
∫ Strengthen the corporate understanding and awareness programme has been designed
TRAINING
& DEVELOPMENT culture regarding compliance regarding equality, work-life for the entire Red Eléctrica Group
PLAN
that the Red Eléctrica Group balance and Criminal Risks. with the aim of developing digital
has had in place for years. skills and supporting the process
∫ Quality Management System. of 'digital transformation' that
APPENDIX A2
ACTIVITY
SUMMARY. TALENT
∫ aise awareness regarding
R is being demanded by society
MANAGEMENT
the criminal responsibility and is required for business both
of legal entities. CONTENTS now and in the future.
∫The analysis of real situations
∫ Be aware of and understand the facilitating the knowledge and
corporate quality management business behaviour following the
system of Red Eléctrica, based principles defined in Sustainability
on the model defined in ISO matters by Red Eléctrica de
9001:2000. España.
-
TABLE OF
CONTENTS
Programmes targeted
-
INTRODUCCIÓN
at specific groups
01
TALENT
MANAGEMENT
MODEL
02
OUR CORPORATE
UNIVERSITY
MODEL - RED
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
THE WAY WE
MANAGE TRAINING
03 Red Eléctrica faces business As a result of this. and in addition to person has specific training needs
TRAINING
& DEVELOPMENT
PLAN
challenges requiring that people are existing training and development that must be taken into account
ready to: programmes already in place in the when designing the development
Company, there is a commitment programmes necessary to increase
04
∫ Flexibly adapt to new business to provide a response to the needs their commitment and productivity.
TRAINING
& DEVELOPMENT
PROGRAMMES
situations. of specific groups. In addition, the
coexistence of various generations Thus, the training provided by the
∫ Anticipate possible future within the Company and the Company to its employees must be
APPENDIX A1
scenarios. growing concern regarding people flexible and seek personalisation
TRAINING
& DEVELOPMENT management as key element makes through training roadmaps and
PLAN
∫ Perform operations with efficiency it necessary to manage diversity activities suitable for each specific
and excellence. from an excellence standpoint. Each group and each employee.
APPENDIX A2
ACTIVITY
SUMMARY. TALENT
∫ Identify and benefit from new
MANAGEMENT
opportunities.
The programme seeks to provide a response
Lead their teams in the change
to the needs identified for specific groups through
∫
management process.
training roadmaps and activities adapted to each

employee, with a focus on increasing their
commitment and productivity.
-
TABLE OF
CONTENTS
-
INTRODUCCIÓN
InTegra PROGRAMME
01
TALENT
MANAGEMENT
MODEL
02
OUR CORPORATE
Red Eléctrica offers an induction In order to ensure the success of ∫ Facilitate the professional CONTENTS
UNIVERSITY
MODEL - RED and integration programme aimed these programmes, a close-knit development of the new employee ∫ General knowledge about
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
at welcoming new recruits and relationship is necessary between and adapt their training and Red Eléctrica.
THE WAY WE
MANAGE TRAINING helping them to integrate. the Talent Management Area and development process to their
the various Business Units to individual specific needs and those ∫ Red Eléctrica facilities.
03 The programme lasts 9 months. ensure coordination. of the organisation.
TRAINING
& DEVELOPMENT
PLAN
The structure is as follows: ∫ Functions of the Business Unit
∫ Identify the potential and personal the new recruit belongs to:
∫ elcome and adaptation phase
W OBJECTIVES interests of that new employees.
04 aimed at facilitating the integration ∫ Positively influence their decision - Internal functions of the job
TRAINING
& DEVELOPMENT
PROGRAMMES
of new recruits into the team as to join Red Eléctrica and from the position
well as Red Eléctrica’s business outset, foster their sense of job WHO IS IT FOR?
culture. security and trust in the Company. ∫ New recruits. - Definition of the objectives
APPENDIX A1
TRAINING
& DEVELOPMENT
∫ Integration phase: helping new ∫ Integrate the employee in Red ∫ Business processes.
PLAN
recruits to acquire the general Eléctrica’s culture both swiftly and W H AT A R E YO U G O I N G
technical knowledge required to efficiently. TO LEARN? ∫ Company’s culture:
carry out their professional duties ∫ Focused on knowledge regarding
APPENDIX A2
ACTIVITY
SUMMARY. TALENT and functions. ∫ cquire the functional knowledge
A the Company. As part of the - Mission, vision and values
MANAGEMENT
applicable to their job position. process it fosters the exchange of
∫ T raining phase: phase where skills experiences with other participants - Governance and management
and competencies are developed. ∫ Develop the skills of the new on the programme, facilitating the bodies
employee in accordance with analysis of the various business
∫ Consolidation phase: phase to the needs of their position. areas and the functions performed ∫ Knowledge forums with other
foster a sense of belonging for the in said areas. International TSOs.
new recruit in the Company.

-
TABLE OF
CONTENTS
- InTegra PROGRAMME
INTRODUCCIÓN
∫ Exchange of experiences The line manager is responsible In the case where integration
with other participants on for the appropriate integration of is not at the expected level,
01
TALENT
the programme, facilitating the new employee into the team, the manager must react
MANAGEMENT
MODEL the analysis of the various to this end, with the assistance by reassigning tasks and
business areas and the functions of the mentor, the manager must transmitting to the employee
02
OUR CORPORATE
performed in said areas. verify the employee’s integration the way in which they are
UNIVERSITY
MODEL - RED and collaboration level in the expected to work.
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
- Technical knowledge activities of the department.
THE WAY WE
MANAGE TRAINING
- Skills
03
TRAINING
& DEVELOPMENT
PLAN
- Competencies
04 NEW CONTENT
TRAINING
& DEVELOPMENT OF THE PROGRAMME
PROGRAMMES
The programme continues to
foster the role of the mentor:
APPENDIX A1
a person with the ability to coach
TRAINING
& DEVELOPMENT the new employee, at all times,
PLAN
and help them during their initial
stage in the Company.
APPENDIX A2
ACTIVITY
SUMMARY. TALENT The mentor shall seek a friendly
MANAGEMENT
and smooth relationship with the
rest of the team. The department
manager assigns the mentor
in agreement with the Talent
Management Unit. Employees with
higher professional progression
level will play an important role
in this programme.
-
TABLE OF
CONTENTS
-
INTRODUCCIÓN
Enlace PROGRAMME
01
TALENT
MANAGEMENT
MODEL
02
OUR CORPORATE
The Enlace Programme started daily basis, whereby it is essential OBJECTIVES ∫ Resolution of incidents and
UNIVERSITY
MODEL - RED in 2002 as a response to a need for them to have a mutual ∫ Facilitate a greater knowledge creation of teamwork dynamics
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
presented by two groups that understanding of each other’s and involvement among that give way to the presentation
THE WAY WE
MANAGE TRAINING interact on a daily basis and that work, how it is carried out, and the the people of these groups of improvement proposals.
must meet the highest levels various situations and issues they participating in a project.
03 of efficiency and quality in the face when carrying out their work. ∫ Foster a greater knowledge on
TRAINING
& DEVELOPMENT
PLAN
work they jointly carry out. In a second stage, guarantee of ∫ Exchange of information and strategic projects for Red Eléctrica,
supply technical specialists have experiences with a positive impact as well as on areas of the Company
The functions of control centre also been involved, due to the high on their daily work. whose activity has a direct impact
04 operators and technical personnel impact of their activity on the work on all people participating in the
TRAINING
& DEVELOPMENT
PROGRAMMES
of the facilities of the Regional of other groups. Enlace Programme.
areas are interconnected on a
APPENDIX A1
TRAINING
& DEVELOPMENT
PLAN
APPENDIX A2
ACTIVITY
SUMMARY. TALENT
MANAGEMENT
-
TABLE OF
CONTENTS
- Enlace PROGRAMME
INTRODUCCIÓN
WHO IS IT FOR? W H AT A R E YO U G O I N G ∫ T echnical sessions which include

Electricity Control Centres
∫ TO LEARN? visits to control centres and
01
TALENT
(CECOEL and CECORE). ∫ T he importance of considering practice training on the Operator
MANAGEMENT
MODEL people from other departments Training Simulator (OTS).
∫ T echnical specialists in with whom we have to work
02
OUR CORPORATE
maintenance working at facilities as an opportunity.
UNIVERSITY
MODEL - RED of the various Regional Areas. NEW CONTENT
ELÉCTRICA
GROUP CAMPUS. ∫ T he importance of creating a OF THE PROGRAMME
TRANSFORMING
THE WAY WE
MANAGE TRAINING
∫ Guarantee of Supply Department. climate of ongoing collaboration The new approach of the Enlace
among various departments. Programme aims at having the
03
∫ Central services’ teams belonging participants consider the following:
TRAINING
& DEVELOPMENT
PLAN
to the Facilities Maintenance ∫ T he barriers we face on a daily
Area (remote control, protections basis when performing our work ∫ T he benefits and opportunities
and telecommunications). from both perspectives. of working as a team.
04
TRAINING
& DEVELOPMENT
PROGRAMMES
∫ T he way to manage conflict so
CONTENTS as to reach agreement.
∫ Presentations from various areas
APPENDIX A1
and/or activities of the Company ∫ T he value of constructive criticism
TRAINING
& DEVELOPMENT aimed at achieving a greater as a tool to promote a favourable
PLAN
degree of integration among the change that, under certain
people participating in such areas circumstances, benefits all
within the Company. those involved.
APPENDIX A2
ACTIVITY
SUMMARY. TALENT
MANAGEMENT
∫ T echnical sessions in Regional
areas which include visits to
various facilities and participation
in activities and work carried
out there.
-
TABLE OF
CONTENTS
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INTRODUCCIÓN
Mobility PROGRAMME
01
TALENT
MANAGEMENT
MODEL
02
OUR CORPORATE
Red Eléctrica considers that the OBJECTIVES The possibility of sharing personal
UNIVERSITY
development of internal skills is ∫ Promote people’s skills increasing
and professional interests is offered.

MODEL - RED
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
one of the key factors to undertake their versatility and employability
THE WAY WE
MANAGE TRAINING the business challenges with a to respond to business needs
greater degree of success. For this in the short and medium term.
03 reason, since 2014 we have been ∫ Promotion of new internal mobility
TRAINING
& DEVELOPMENT
PLAN
promoting mobility as a key element mechanisms: processes for the
to speed up the learning and WHO IS IT FOR? exchange of personnel.
professional development process ∫ All Company employees. On the other hand, LinkRED has
04 for employees, through a Mobility ∫ Inclusion of functional mobility in been launched, a tool with the
TRAINING
& DEVELOPMENT
PROGRAMMES
Model. the appointment criteria for the goal of becoming the platform by
NEW CONTENT positions of Head of Department means of which to showcase the
We define internal mobility as OF THE PROGRAMME and Director. knowledge and experience of all
APPENDIX A1
a change which necessarily In 2017, a revision of the Internal Red Eléctrica Group employees
TRAINING
& DEVELOPMENT implies a substantial training and Mobility Model of the Red Eléctrica ∫ Promotion of internal mobility and where the possibility of
PLAN
professional development effort Group was approved, as well as at the senior levels of the sharing personal and professional
in terms of: the actions to be carried out. The organisation. interests is offered.
new model will require the backing
APPENDIX A2
ACTIVITY
SUMMARY. TALENT
∫ Knowledge and commitment of the entire ∫ Establishment of quantitative LinkRED can be considered one
MANAGEMENT
Management Team. targets in terms of internal of the fundamental levers for the
∫ Specific/general competencies mobility: the objective value transformation and management
The new features approved are: of the mobility indicator of internal cultural change. One of
∫ New work environment functions approved by the the basic advantages of this tool is
∫ Consolidation of the principle Executive Committee for the that it offers relevant information
promoting internal rotation year 2017 is 7 %. that enables the necessary actions
established in the employment to be implemented in order to
model. respond to the needs of the
business in the short and medium
-
TABLE OF
CONTENTS
- Mobility PROGRAMME
INTRODUCCIÓN
term, enhancing the skills of share relevant information about

professionals and increasing their their interests through LinkRED, The mobility target
versatility and employability. with the aim of finding out more
set for 2018 is 7 %.
01
TALENT
MANAGEMENT
MODEL about their professional interests
In order to have up-to-date and concerns.
02
OUR CORPORATE
information on the professional
UNIVERSITY
interests of the workforce, a The following graph shows the 2017 mobility results
MODEL - RED
ELÉCTRICA
GROUP CAMPUS. total of 117 interviews have been interest in mobility of those %
TRANSFORMING
THE WAY WE
MANAGE TRAINING conducted with those people who interviewed.
GEOGRAPHIC AND FUNCTIONAL DECISION
03
TRAINING
Reasons for interest in mobility
& DEVELOPMENT
%
PLAN
7
04
TRAINING
93 61 39
& DEVELOPMENT
PROGRAMMES 58 19 14 9
APPENDIX A1 Professional development Geographic Change of professional Work environment Geographic Functional Mobility due to Mobility due to
TRAINING
& DEVELOPMENT group mobility mobility Company decision personal choice
PLAN
Internal Mobility
APPENDIX A2
ACTIVITY
% PROFESSIONAL GROUP DISTRIBUTION
SUMMARY. TALENT
MANAGEMENT
Average
6
6.37
77 23 77 23
4
3.28 3.30
2
1.80
0
Remaining in the same Promotion to a new Collective Directors
2014 2015 2016 2017 professional group professional group Agreement
-
TABLE OF
CONTENTS
- Mobility PROGRAMME
INTRODUCCIÓN
On the other hand, noteworthy I N T E R N AT I O N A L M O B I L I T Y The 2018 Mobility Action Plan

are the initiatives aimed at the Other types of initiative have contemplates the following
01
TALENT
Operators of the Electricity been geared towards promoting initiatives:
MANAGEMENT
MODEL Control Centre. This type of development through participation
initiative is included in the / collaboration on international
02
OUR CORPORATE
framework of the Company's projects within the Company
UNIVERSITY
MODEL - RED Age Management Model. or through other organisations
ELÉCTRICA
GROUP CAMPUS. of interest. 2018 MOBILITY
TRANSFORMING
THE WAY WE
MANAGE TRAINING
ACTION PLAN
Actions of mobility
03
TRAINING
& DEVELOPMENT
N o.
PLAN
2
TEMPORARY MOBILITY 4 Employee
Interests
04 Interviews
TRAINING
& DEVELOPMENT FUNCTIONAL MOBILITY 4
PROGRAMMES Internal Mobility
I N T E R N AT I O N A L
P E RS ON S Offers: Exchanges /
MOBILITY (CORESO) 3 Projects
TSO
APPENDIX A1
TRAINING
Erasmus
& DEVELOPMENT Programme
PLAN
APPENDIX A2
ACTIVITY
SUMMARY. TALENT
MANAGEMENT
2
P E RS ON S
Roadmap for
the exchange
of personnel
between the
Transmission
International and Operation
Assignments Management
Programme Divisions
3
P E RS ON S
Mobility
Pool of
PoTential
-
TABLE OF
CONTENTS
-
INTRODUCCIÓN
Pool of ExperTs PROGRAMME

01
TALENT
MANAGEMENT
MODEL
02
OUR CORPORATE
This programme aims to develop as a group, enable synergies, and ∫ Motivate the employee to share ∫ Competency Management:
UNIVERSITY
MODEL - RED employees with a higher level of provide ways of working to formally their knowledge. Learning experiences associated
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
career advancement regarding foster the exchange of knowledge with the behaviours required
THE WAY WE
MANAGE TRAINING digital skills and those skills from the Pool of ExperTs and
needed to transform their culture For those participating, it WHO IS IT FOR? the professional development
03 and professional work habits, represents an opportunity to ∫ Employees with a higher level to establish the technical career.
TRAINING
& DEVELOPMENT
PLAN
implementing a new work model take part in a programme that is of career advancement.
that allows them to: both differentiating in nature and
adapted to their needs. It also NEW CONTENT
04
∫ Increase their experience, brings with it special recognition W H AT A R E YO U G O I N G OF THE PROGRAMME
TRAINING
& DEVELOPMENT knowledge and value contribution. within the Red Eléctrica Group, TO LEARN? In 2018, a programme will be
PROGRAMMES
it raises their profile and allows ∫ Innovative learning experiences developed based on a set of
∫ Enhance their performance them to have a greater impact (digital competencies, screening ‘technological forums’ with the
APPENDIX A1
and transfer of knowledge. both internally and externally. and managing content, creation purpose of sharing the knowledge
TRAINING
& DEVELOPMENT of knowledge networks, and know-how of different
PLAN
∫ chieve visibility, impact
A collaborative learning, etc.). functional areas of the Company
and recognition both internally OBJECTIVES in an agile and transversal way.
and externally. ∫Train employees so that they may ∫ Ways of working to formally foster
APPENDIX A2
ACTIVITY
SUMMARY. TALENT acquire differentiating behaviours the exchange of knowledge.
MANAGEMENT
To this end, a programme targeted which are required for their job
at improving the technical career positions.
of this Pool of ExperTs is proposed. CONTENTS
Innovative learning experiences ∫ Provide them with the tools they ∫ Technical Career Management:
(digital competencies, creation need to continue being a reference Learning experiences associated
and management of content, in their respective areas. with the technical career.
creation of knowledge networks,
collaborative learning, etc.) to
allow them to identify themselves
-
TABLE OF
CONTENTS
Leadership Model
INTRODUCCIÓN
01
TALENT
MANAGEMENT
MODEL Red Eléctrica has a Leadership thereby making it possible for defined, structured around a core geared towards the creation of
Model geared towards the organisation to achieve the competency and four leadership collaborative and participatory
02
OUR CORPORATE
strengthening the role of ‘leader’ expected results and ensure competencies: environments.
UNIVERSITY
MODEL - RED within the organisation, as a continued success.
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
model, and as a promoter of Red Two programmes have been
THE WAY WE
MANAGE TRAINING Eléctrica’s values. This model is Red Eléctrica’s Leadership Model designed based on this NEW CONTENT
a key lever for the Company to stimulates team development, Leadership Model: Pool of OF THE PROGRAMME
03 address the present and future and seeks that its leaders inspire PoTential programme and LideraT The revision of the Leadership
TRAINING
& DEVELOPMENT
PLAN
challenges. trust and enthusiasm, achieving programme which seek to develop Model has begun, to update and
employee engagement, and making the managerial competencies develop it in 2018 in line with the
A leader drives change by it possible for the organisation to necessary for a leadership transformation of the Company
04 anticipating the future; they act achieve the expected results. style which is flexible, agile and and the new strategic challenges.
TRAINING
& DEVELOPMENT
PROGRAMMES
as a reference model basing their
actions on the Company’s values. To facilitate the implementation
A leader develops teams and of this model, a catalogue of
APPENDIX A1
inspires trust and enthusiasm, managerial competencies has been
TRAINING
& DEVELOPMENT
PLAN
Team Shareholder
management management
VA LU E S
APPENDIX A2
ACTIVITY
SUMMARY. TALENT
MANAGEMENT
Continuous STRATEGIC VISION

improvement
Reference model
Drives change
LEADER Develops teams RESULTS
Change Conflict
Success management management
STR
AT E GY
-
TABLE OF
CONTENTS
-
INTRODUCCIÓN
Pool of PoTential PROGRAMME

01
TALENT
MANAGEMENT
MODEL
02
OUR CORPORATE
Red Eléctrica is committed to the ∫ T o stimulate internal promotion CONTENTS ∫ For the Pool of PoTencial – Heads
UNIVERSITY
MODEL - RED development of internal potential. by managing the promotion ∫ Development of managerial of Department, a programme has
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
For this reason, and with a view to of specialists and heads of competencies. been designed, in collaboration
THE WAY WE
MANAGE TRAINING the development of new leaders for department with potential. with other European TSOs. This
the organisation of tomorrow, two ∫ Leadership development training has been held in Madrid,
03 Pools of Talent programmes have ∫ T o increase the engagement of programmes in business schools. Barcelona and Munich in blocks
TRAINING
& DEVELOPMENT
PLAN
been created. the participant with the corporate of one-week residential courses.
project of the Red Eléctrica Group. ∫ Intensive English programme.
∫ Pool of PoTential - Technical
04 Specialists. ∫ Transversal mobility projects. NEW CONTENT
TRAINING
& DEVELOPMENT WHO IS IT FOR? OF THE PROGRAMME
PROGRAMMES
∫ Pool of PoTential - Heads of ∫ Specialists within the G1 (technical For both groups, collaboration In 2018, the third edition of the Pool
Department. expert) professional group. with national and international of Potential – Technical Specialists
APPENDIX A1
prestigious business schools has will be completed.
TRAINING
& DEVELOPMENT
∫ Heads of Department. been established:
PLAN
OBJECTIVES The third Alumni Programme of
∫ To identify and facilitate the ∫ For the Pool of PoTencial – the Pool of Potential – Heads of
development of employees with W H AT A R E YO U G O I N G Technical Specialists, a specific Department will be held, where the
APPENDIX A2
ACTIVITY
SUMMARY. TALENT high potential. TO LEARN? programme has been designed, in participants themselves design and
MANAGEMENT
∫ Knowledge and skills necessary collaboration with other companies execute their own programme.
∫ T o facilitate the availability of to develop and consolidate in the Spanish energy sector.
managers which the Company the leadership potential of the
will require, in accordance with participants.
business needs and those of
renewing the management
team itself.
-
TABLE OF
CONTENTS
-
INTRODUCCIÓN
LideraT PROGRAMME
01
TALENT
MANAGEMENT
MODEL
02
OUR CORPORATE
LideraT Programme is included in OBJECTIVE body-language skills, assessing for the deployment of the Leadership
UNIVERSITY
MODEL - RED the Talent Management Model and LideraT has been designed to provide the impact that these elements Model, including actions with highly
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
is based on three pillars: our managers with the necessary have on the improvement of their prestigious business schools.
THE WAY WE
MANAGE TRAINING resources and self-knowledge performance.
1. Leadership Model of the Red to develop their own leadership
03 Eléctrica Group, which defines model that enables them to face ∫ Exclusive moments, managers NEW CONTENT
TRAINING
& DEVELOPMENT leaders of the Company (‘RED the Company’s current and future presence in exclusive national and OF THE PROGRAMME
PLAN
leader’). challenges in the best way possible. international events so that they An evolution of the programme
have the opportunity to develop towards a platform with greater
04 2. Values and commitments of the The LideraT Programme is structured their management skills. virtual content is foreseen,
TRAINING
& DEVELOPMENT
PROGRAMMES
Red Eléctrica Group, as a model on four Complementary spaces that which will allow the manager
of reference for the organisation. will boost the development of the ∫ Leadership Roadmap, that to administer the content of their
‘RED leader’. encompasses the learning roadmap own professional development.
APPENDIX A1
3. The Managerial Competencies
TRAINING
& DEVELOPMENT Model, which will be the basis for
PLAN
the development roadmap. CONTENTS
∫ RED Leader’ Space — ‘Inspiration
‘RED Leader’
Moments’ offering a window to the Space Communication
APPENDIX A2
ACTIVITY
most interesting thoughts in the 'Inspiration skills
SUMMARY. TALENT
MANAGEMENT moments'
world in the field of management,
TALENT
in connection with our values,
MANAGEMENT
MODEL management competencies and
leadership model. LideraT
∫ ‘Communication skills’ with an aim
Leadership Managerial
to assist employees with their self-
Model of the Competencies
Values learning and personalised training Exclusive Leadership
Red Eléctrica Model
and Moments Roadmap
Group to improve their written, oral and
commitments
-
TABLE OF
CONTENTS
Knowledge Management
INTRODUCCIÓN
01
TALENT
MANAGEMENT
MODEL The Knowledge Management D E F I N I T I O N O F K N OW L E D G E 3. To ensure the necessary 3. The description of 20 tools
Model designed by Red Eléctrica M A N AG E M E N T flexibility – How? that allow the different
02
OUR CORPORATE
in 2015, together with the White Red Eléctrica’s Knowledge initiatives included as
UNIVERSITY
MODEL - RED Paper on knowledge management Management is the set of all 4. To show constant evolution – Knowledge Management
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
and the Deployment Plan, has the activities needed to create an Sustainability actions to be implemented.
THE WAY WE
MANAGE TRAINING goal of creating a framework that environment in which to detect,
allows the organisation to identify create, transfer, use and improve The Knowledge Management 4. Glossary of terms
03 initiatives to boost Knowledge knowledge within the organisation. Model is structured on
TRAINING
& DEVELOPMENT
PLAN
Management. All this will be accomplished with components that, when deployed
the suitable management of in an interconnected way, boost AC T I O N P L A N T O
Any action or project that people, processes and technology, Knowledge Management in IMPLEMENT
04 aims at developing Knowledge showcasing both individual and different key areas of the Company. T H E K N OW L E D G E
TRAINING
& DEVELOPMENT Management needs to be focused, collective interests in order M A N AG E M E N T M O D E L
PROGRAMMES
IN RED ELÉCTRICA
from beginning to end, on the to satisfy current and future II) White Paper on
following: have a positive impact on needs of the business and of the Knowledge Management The action plan has, as a general
APPENDIX A1
the business (what for?), respond stakeholders. This facilitates the procedures and goal:
TRAINING
& DEVELOPMENT to the knowledge needs of the the practical tools required to apply
PLAN
organisation (what?), establish how I) The Knowledge the Knowledge Management Model Boost and encourage the
the project is to be instrumented Management Model by means of: implementation of the Knowledge
and which tools to use (how?) and The Knowledge Management Management Model of the Red
APPENDIX A2
ACTIVITY
SUMMARY. TALENT shall establish key performance Model is based on the following simplified explanation of the
1. A Eléctrica Group, establish work
MANAGEMENT
indicators (how much?). principles: Knowledge Management Model. guidelines that help accelerate
the adoption of practices related
1. Alignment with the Strategic 2. A guide for the assessment of to knowledge transfer and
Plan – What for? Knowledge Management actions exchange, and collaboration.
that help define and allocate the
2. In order to generate value for the tools and procedures that will
business and employees – What? optimise results.
-
TABLE OF
CONTENTS
-
INTRODUCCIÓN
The 2016-2018 Knowledge the specific courses of action or and for the incorporation of been consolidated, in order to
Management Action Plan is based initiatives, according to the business improvements and adjustments increase the scope of knowledge
on a 3-tier structure: challenges or needs (Strategic Plan). stemming from the deployment management in the greatest
01
TALENT
experience. number of areas and sites of the
MANAGEMENT
MODEL Tier 1 - Definition of Tier 2 – Launching of Red Eléctrica Group.
structural actions transversal actions Tier 3 – Deployment
02 A definition stage for the Development of the set of priority of initiatives
OUR CORPORATE
UNIVERSITY
MODEL - RED development of activities and initiatives that will be the base for Deployment of activities to
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
supporting elements for knowledge generating impacts that highlight the undertake once the initiatives
THE WAY WE
MANAGE TRAINING management, and for establishing value of knowledge management. and supporting elements have
03
TRAINING
& DEVELOPMENT
Structural actions
PLAN
Framework
GOVERNANCE Participation Cataloguing
04
TRAINING 1 BODY requirements criteria
of Indicators
& DEVELOPMENT
PROGRAMMES (KPIs)
APPENDIX A1
TRAINING
Cross-cutting actions
& DEVELOPMENT
PLAN
DEPLOYMENT COMMUNICATION
APPENDIX A2 2 STRATEGY - 3 AND Training Recognition Technology
ACTIVITY
SUMMARY. TALENT TARGET AREAS AWARENESS
MANAGEMENT
Deployment of Knowledge Management initiatives
INTEGRATION Integration Sharing

Innovation and
4 OF EXISTING
improvement
of new
knowledge
best
practices
ACTIONS
Practical cases
-
TABLE OF
CONTENTS
-
INTRODUCCIÓN
P ra cT i c a P R O G R A M M E
01
TALENT
MANAGEMENT
MODEL
02
OUR CORPORATE
Red Eléctrica is committed to ∫ T he PracTica+ Programme: Aimed OBJECTIVES W H AT I S L E A R N E D ?
UNIVERSITY
MODEL - RED the practical training of recent at recent graduates. ∫ To enhance the practical training ∫ Knowledge of the Company
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
graduates through the PracTica of young graduates.
THE WAY WE
MANAGE TRAINING and PracTica+ Programmes, - T he PracTica+Opera programme: ∫ Main business processes.
which as of 2018 will be called the Aimed at ensuring that ∫ Support access to the labour
03 Yong Talent Model. The model will knowledge regarding Electricity market for newly qualified
TRAINING
& DEVELOPMENT
PLAN
respond to the new professional System Operation is fully professionals. CONTENTS
requirements, will be aligned with understood. This programme ∫ Practical training depending
the Company’s strategy and will be enables people to work in the ∫ Improve their employability for on the target unit.
04 an integral part of the Company’s Electricity Control Centres. future professional career.
TRAINING
& DEVELOPMENT
PROGRAMMES
transformation process regarding ∫ In 2017, Red Eléctrica had 124
future challenges. ∫ PracTica Programme: geared ∫ T o actively and voluntarily interns.
towards students in their final contribute towards social
APPENDIX A1
These programmes aim to support years of education. improvement, by bringing young
TRAINING
& DEVELOPMENT access to the labour market for recent graduates or those in their NEW CONTENT
PLAN
newly qualified professionals ∫ Companion programmes for final final years of education closer OF THE PROGRAMME
and facilitate their future entry year projects. to the labour market. By 2018, an innovative programme
into the business world. These proposal is being developed that
APPENDIX A2
ACTIVITY
SUMMARY. TALENT programmes, which are launched People who join these programmes ∫ Strengthen our employer branding. will encourage the professional
MANAGEMENT
every year, are implemented receive practical training, which development of young talent and
through educational collaboration makes it possible for the Company ∫ Source for selection and that will respond to the new training
agreements through the following to use the training programmes as recruitment. requirements and profiles that the
an effective source of recruitment evolution of the labour market will
for future selection processes. require.
These professional development WHO IS IT FOR?
programmes are focused on 3 ∫ Students or recent university
levers for growth: young talent, graduates or advanced vocational

learning and technology. training graduates.
-
TABLE OF 55
CONTENTS
A1
-
INTRODUCCIÓN
01
TALENT
MANAGEMENT
MODEL
02
OUR CORPORATE
UNIVERSITY
MODEL - RED
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
THE WAY WE
MANAGE TRAINING
03
TRAINING
& DEVELOPMENT
PLAN
04
TRAINING
& DEVELOPMENT
PROGRAMMES
APPENDIX A1
TRAINING
& DEVELOPMENT
PLAN
APPENDIX A2
ACTIVITY
SUMMARY. TALENT
MANAGEMENT
APPENDIX 1. TRAINING
& DEVELOPMENT PLAN
-
TABLE OF
CONTENTS
-
INTRODUCCIÓN
TRAINING & DEVELOPMENT PLAN
01 TRAINING COURSE COURSE TRAINING TRAINING

TALENT PROGRAMME CODE NAME HOURS METHOD OBJECTIVES
MANAGEMENT
MODEL
CapaciTa UF.0147.M BDI Web 6 Classroom- • Get users to use the Facilities Database properly. To convey a global and general vision of the
02
based (F2F) contents and features of the tool, so that users can maximise the possibilities it offers them.
OUR CORPORATE
UNIVERSITY
MODEL - RED CapaciTa UF.0695.M Substation civil works 20 Classroom- • The aim of this course is to gain a deeper knowledge on how to resolve issues which arise
ELÉCTRICA
GROUP CAMPUS. maintenance based (F2F) in civil works at substations as a result of ageing of the facilities.
TRANSFORMING
THE WAY WE
MANAGE TRAINING
CapaciTa UF.0787.B Big Data and Data Science 24 Classroom- • The objective of this training course is to provide knowledge that allows participants to answer
based (F2F) questions such as: What is Big Data? When to consider that the problem is Big Data. What does
03 the application of Big Data techniques contribute to the more traditional Automatic Learning.
TRAINING
& DEVELOPMENT
PLAN
CapaciTa UF.0753.B Raise awareness on 6 Classroom- • Get to know cyber security criteria for acquisitions, installations, repairs, software renewals
industrial cyber security based (F2F) and removal of waste from telecommunication, remote control and protection and measurement
systems.
04
TRAINING CapaciTa UF.0382.A Integrated control system: 30 Classroom- • Get to know and understand the creation, modification and management
& DEVELOPMENT
PROGRAMMES INGETEAM.Man based (F2F) of INGETEAM databases.
CapaciTa UF.0475.A Voltage transformer. 10 Classroom- • Analyse different diagnostic methods as well as preventive and corrective maintenance
ARTECHE. Maintenance based (F2F) techniques. Apply the acquired knowledge when performing equipment maintenance.
APPENDIX A1
TRAINING
& DEVELOPMENT
PLAN
CapaciTa UF.0144.B Basic electricity 4 Virtual - run • Provide the basic knowledge on electricity and the main elements that make up an electricity
by REE system.
Knowledge of UF.0001.B Get to know 2 Virtual - run • Get to know our business culture better, as well as what’s expected from us as an integral part
APPENDIX A2 the Sector Red Eléctrica de España by REE of it. Understand the global business lines of the Red Eléctrica Group and its most recent history
ACTIVITY
SUMMARY. TALENT within the electricity sector.
MANAGEMENT
CapaciTa UF.0313.M Maintenance of 24 Classroom- • Get to know and understand the functionality of HV switches and switchgear, how they are
High-voltage switches based (F2F) manufactured, their operational features and learn how to carry out the maintenance on these
and switchgear elements.
CapaciTa UF.0393.B The Electricity Sector 2 Virtual - run • Get to know the general aspects of the beginnings of the Spanish Electricity Sector
by REE and how it works today.
CapaciTa UF.0390.M GEMAS. Maximum 5 Classroom- • Get to know the GEMAS application, which allows maximum generation orders to be sent
Admissible Wind Power based (F2F) in real time to wind-power generation production control centres.
Generation
Continued on next page

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TABLE OF
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INTRODUCCIÓN

MANAGEMENT
MODEL
CapaciTa UF.0025.B General Service 6 Virtual - run • Get to know, understand, interpret and execute the General Plans for Service Restoration, in the
Restoration Plans - by REE event of a widespread incident in the Peninsular Transmission Grid (whether of a national or zonal
02
OUR CORPORATE Peninsular System impact), being aware of the actions that must be carried out by the REE Control Centres (CECOEL and
UNIVERSITY
MODEL - RED CECORE), and the Control Centres of the Generation Agents and those of the Distribution Agents.
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
THE WAY WE CapaciTa UF.0163.A e-SIOS 12 Classroom- • Get to know and understand the System Operator Information System (SIOS) to perform
MANAGE TRAINING
based (F2F) operational follow-up of the scheduling of the different electricity markets for the management
and operation of the Spanish electricity system.
03
TRAINING
& DEVELOPMENT CapaciTa UF.0462.M Special regime 9 Classroom- • Understand how settlement mechanisms work for agents under the Special Regime of the
PLAN settlements based (F2F) Spanish electricity market.
CapaciTa UF.0499.A Post-maintenance. 375 Virtual - run • The overall objective of this course is to teach students the different technical and management
HV infrastructure by external competencies that are needed in the design and construction phases of high-voltage lines and
04
TRAINING provider substations projects. The methodology is virtual with classroom-based exams.
& DEVELOPMENT
PROGRAMMES
CapaciTa UF.0527.A P&C Maintenance. HV 75 Virtual - run • Address all aspects related to the management of the construction of high-voltage transmission
electricity infrastructure by external infrastructure, such as financing, environmental management, Human Resources, etc.
provider
APPENDIX A1
TRAINING
& DEVELOPMENT
PLAN
CapaciTa UF.0528.A HV electricity 75 Virtual - run • Analyse the legal background that regulates the design and construction of high voltage power
infrastructure projects by external infrastructure. Study the basic technical aspects of the Spanish electricity system, including the
provider design parameters of its facilities/infrastructure.
APPENDIX A2 CapaciTa UF.0530.A HV substations 75 Virtual - run • Study the existing and future technology of high-voltage substations, including the project and
ACTIVITY
SUMMARY. TALENT by external construction phases.
MANAGEMENT
provider
CapaciTa UF.0531.A Other systems required 75 Virtual - run • Discuss and understand what systems are required for the correct functioning of high-voltage
for HV Electricity by external facilities/infrastructure.
Infrastructure provider
CapaciTa UF.0532.A Maintenance 75 Virtual - run • Cover areas regarding the maintenance management of high-voltage facilities such
Management - by external as maintenance models and plans, environmental management, safety, etc.
HV Electricity provider
Infrastructure

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TABLE OF
CONTENTS
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INTRODUCCIÓN

MANAGEMENT
MODEL
CapaciTa UF.0534.A Maintenance techniques 75 Virtual - run • Learn more about and understand the different maintenance techniques for high-voltage
for HV Cables by external cables, the different types, the terminals, earthing systems, etc.
02
OUR CORPORATE provider
UNIVERSITY
MODEL - RED
ELÉCTRICA
GROUP CAMPUS. CapaciTa UF.0535.A Maintenance techniques 75 Virtual - run • Analyse the maintenance techniques for primary systems in substations taking into account
TRANSFORMING
THE WAY WE for primary systems in by external different technologies and the role they play.
MANAGE TRAINING
substations provider
03 CapaciTa UF.0536.A Telecommunications 75 Virtual - run • Cover the maintenance techniques and practices used for the systems required for the correct
TRAINING
& DEVELOPMENT control and other by external functioning of high-voltage facilities/infrastructure.
PLAN systems provider
CapaciTa UF.0538.B Protection systems 8 Virtual - run • Discuss the need for protection equipment. Understand the role of protection equipment
by REE and its features. Demonstrate the use of protection systems. Identify the technology
04
TRAINING and trends in protection systems.
& DEVELOPMENT
PROGRAMMES
CapaciTa UF.0546.B High-voltage switchgear 9 Virtual - run • Get to know and understand the functionality of electricity switchgear used in high-voltage
by REE systems, how they are manufactured and which are their operational features.
APPENDIX A1
TRAINING
CapaciTa UF.0551.B GPS Trimble GeoXT 2008 6 Classroom- • Provide a general description of the operation of the GPS equipment Trimble GeoXT 2008,
& DEVELOPMENT
PLAN
based (F2F) including theoretical and practical aspects.
CapaciTa UF.0588.B Electrical machines 12 Virtual - run • Cover and discuss the different electrical machines in the transmission grid. Explain
by REE the working principle, as well as their function in the grid, their constitution and their type
APPENDIX A2 of protection they offer.
ACTIVITY
SUMMARY. TALENT
MANAGEMENT
CapaciTa UF.0615.M ADIR 3 Classroom- • Understand how the ADIR document management system works. Learn how to use it
based (F2F) to search for and upload documents.
CapaciTa UF.0457.B HVDC I & HVDC-LCC 4 Virtual - run • Cover and discuss the basic aspects of electricity transmission in high-voltage direct current,
Technology by REE including a short functional description of the two existing technologies LCC and VSC. Cover
the basic aspects of conventional or HVDC-LCC technology.
CapaciTa UF.0452.B GIS Technology. Gas 5 Virtual - run • Learn more about gas-insulated technology used in substations. Identify the elements
Insulated Substations by REE that make up a GIS system, analysing their components and the way they work.
Thabla: French FRANCES French. Face-to-Face 130 Classroom- • According to level: A1, A1+, A2, A2+,B1, B1+, B2, B2+ C1, C2
Classes. based (F2F)

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TABLE OF
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INTRODUCCIÓN

MANAGEMENT
MODEL
Thabla: French FRANCÉS French. Virtual Platform 130 Virtual - run • According to level: A1, A1+, A2, A2+,B1, B1+, B2, B2+ C1, C2
02
by external
OUR CORPORATE provider
UNIVERSITY
MODEL - RED
ELÉCTRICA
GROUP CAMPUS. CapaciTa UF.0701.A ISODEL Switches. 21 Classroom- • Get to know and understand the criteria, methodology and functioning of ISODEL switches,
TRANSFORMING
THE WAY WE Multi-purpose Model HFF based (F2F) Multi-purpose Model HFF-72, so the participant can be qualified for installing and commissioning
MANAGE TRAINING
this type of switch, as well as learning the corrective and predictive maintenance operations
associated with it.
03
TRAINING
& DEVELOPMENT CapaciTa UF.0702.M FACTS Devices 15 Classroom- • Learn and understand more about FACTS Electronic Devices used in the Transmission Grid.
PLAN
based (F2F)
CapaciTa UF.0709.M P&C Maintenance. HV 75 Virtual - run • Address all aspects related to the management of the construction of high-voltage transmission
electricity infrastructure by REE infrastructure, such as financing, environmental management, Human Resources, etc.
04
TRAINING
& DEVELOPMENT
PROGRAMMES CapaciTa UF.0710.M 'HV electricity 75 Virtual - run • Analyse the legal background that regulates the design and construction of high voltage power
infrastructure projects by REE infrastructure. Study the basic technical aspects of the Spanish electricity system, including the
design parameters of its facilities/infrastructure.
APPENDIX A1
TRAINING
CapaciTa UF.0713.M Other systems required 75 Virtual - run • Discuss and understand what systems are required for the correct functioning of high-voltage
& DEVELOPMENT
PLAN
for HV Electricity by REE facilities/infrastructure.
Infrastructure
CapaciTa UF.0715.M Maintenance techniques 75 Virtual - run • Study the different maintenance techniques for high-voltage overhead lines, putting special
APPENDIX A2 - HV overhead lines by REE emphasis on the different maintenance applied to the various components that make up
ACTIVITY
SUMMARY. TALENT a HV overhead line.
MANAGEMENT
CapaciTa UF.0716.M Maintenance techniques 75 Virtual - run • Learn more about and understand the different maintenance techniques for high-voltage
- HV cables by REE cables, the different types, the terminals, earthing systems, etc.
CapaciTa UF.0718.M Maintenance techniques 75 Virtual - run • Analyse the maintenance techniques for primary systems in substations taking into account
- primary systems in by REE different technologies and the role they play.
substations
CapaciTa UF.0719.M Telecommunications 75 Virtual - run • Cover the maintenance techniques and practices used for the systems required for the correct
control and other by external functioning of high-voltage facilities/infrastructure.
systems provider

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TABLE OF
CONTENTS
-
INTRODUCCIÓN

MANAGEMENT
MODEL
CapaciTa UF.0720.M FACTS Maintenance. 14 Classroom- • Get to know and understand the intervention procedures for the maintenance of FACTS
Torres del Segre based (F2F) in Torres del Segre.
02
OUR CORPORATE
UNIVERSITY
MODEL - RED CapaciTa UF.0730.B Efficiency and 50 Virtual - run • Learn how to: organise and programme one's work activities.
ELÉCTRICA
GROUP CAMPUS. Competencies Productivity by external • Identify bad habits and minimise them. Improve time management.
TRANSFORMING
THE WAY WE provider • Set goals, plans, deadlines and priorities.
MANAGE TRAINING
• Prepare contingency plans. Use communication channels properly.
• Incorporate the programmes and suggest resources.
03
TRAINING
& DEVELOPMENT CapaciTa UF.0750.A ABB REB670 Busbar 15 Classroom- • Learn more about and understand how it works, the principles of maintenance and the REB670
PLAN Protection based (F2F) busbar differential protection test
CapaciTa UF.0757.B Customer orientation 50 Virtual - run • Fulfil commitments and serve the customer. Provide responses to customer questions, issues
Competencies by external or complaints. Meet their needs and expectations. Maintain contact with the customer to learn
04
TRAINING provider and understand more about their expectations and satisfaction.
& DEVELOPMENT
PROGRAMMES
CapaciTa UF.0738.B Coordination of teams 50 Virtual - run • Foster team spirit, seek group cohesion, encourage cooperation and not competition. Integrate
Competencies by external contributions and different points of view among people of one's team.
provider
APPENDIX A1
TRAINING
& DEVELOPMENT
PLAN
CapaciTa UF.0797.M GEMAS Algorithm 4 Classroom- • Understand the GEMAS calculation algorithm to be able to review the calculations made and
based (F2F) understand their consistency.
CapaciTa UF.0798.M Oscillations, PMU and 6 Classroom- • Become familiar with the phenomena of small signal oscillations and learn to use the wide area
APPENDIX A2 WAMS system based (F2F) monitoring system (WAMS) and the advanced monitoring functions available in this system.
ACTIVITY
SUMMARY. TALENT
MANAGEMENT
CapaciTa UF.0799.B Digital Competencies 10 Virtual - run • Analyse own technological and learning needs. Select and effectively use technological
Competencies by REE environments. Update knowledge continuously, as a way to achieve permanent self learning.
CapaciTa UF.0500.B Electrical Configuration 6 Virtual - run • Acquire knowledge about the elements that make up a substation and how they are classified.
of Substations by REE Understand the components used in the configuration of a substation and learn how to design
it from an electrical point of view.
CapaciTa UF.0572.B Overhead Lines 12 Virtual - run • Discuss the need for electricity lines. Describe the types of lines of the transmission grid. Define
by REE the elements of the lines and identify them according to their function, technology, etc. Define
the basic electrical constants in transmission lines. Present the electrical phenomena that occur
in line conductors.

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TABLE OF
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INTRODUCCIÓN

MANAGEMENT
MODEL
CapaciTa UF.0571.B Insulated Cables 12 Virtual - run • Understand the technology of isolated high-voltage electricity transmission cables, as well as the
by REE characteristics of REE's standardised cables. Analyse the phases and stages for the construction
02
OUR CORPORATE of an isolated cable line. Understand the basic design criteria to take into account when
UNIVERSITY
MODEL - RED undertaking a project regarding isolated cable lines.
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
THE WAY WE CapaciTa UF.0729.B PreDESC 4 Classroom- • To understand the new functionality of the tool used to manage transmission grid work requests
MANAGE TRAINING
based (F2F) (DESC), so that the person making the work request, can also be the person who registers the
(F2F) request.
03
TRAINING
& DEVELOPMENT CapaciTa UF.0238.M Power and Measurement 25.5 Classroom- • The objective of the course is to acquire a global vision of power and measurement transformers.
PLAN Transformers based (F2F) Firstly, the physical and electrical concepts needed to understand how they work are addressed,
then the technology and components are analysed. Finally, the maintenance techniques
applicable to these types of equipment are addressed.
04
TRAINING CapaciTa UF.0558.B Electrical Equipment - 6 Virtual - run • Learn about the equipment of the Transmission grid that is affected by inrush current
& DEVELOPMENT
PROGRAMMES Load Connection by REE phenomenon. Understand the physical phenomenon and what causes inrush currents.
Analyse the ways to minimise the impact of inrush current on the system.
CapaciTa UF.0431.M Reading and Interpreting 24 Classroom- • Acquire the necessary knowledge for the reading and interpretation of the drafted substation
APPENDIX A1
TRAINING
Electrical Diagrams based (F2F) control and protection layout plans. The course is focused on a practical level, so that the student
& DEVELOPMENT
PLAN
acquires the necessary skills to properly use substation documentation.
CapaciTa UF.0591.A Visual Basic applied to 16 Classroom- • Understand object-based programming to automate tasks, creation of new functions and
Microsoft Word based (F2F) procedures in this application. Strengthen word processing activities and integrate into Word
APPENDIX A2 other Office applications such as Microsoft Excel in order to better optimise work time and achieve
ACTIVITY
SUMMARY. TALENT a higher level of reliability in how these applications can be used.
MANAGEMENT
CapaciTa UF.0326.A ArcGIS 18 Classroom- • Provide the foundations for the understanding of what a Geographic Information System
based (F2F) (with ESRI technology) is. Study the main functions of a Geographic Information System and
how geographic databases are integrated into a map. Analyse coordinate systems and the main
projections, to design an ArcMapmap layout/map.
CapaciTa UF.0070.B Automated Control 4 Classroom- • UUnderstand how the Peninsular Shared Regulation (RCP in Spanish) works at a theoretical
System - Generation based (F2F) and practical level.
CapaciTa UF.0448.B Using Initiative and 15 Virtual - run • Increase capacity to identify threats and opportunities, to ask questions to solve doubts, etc.
Competencies Problem-Solving by REE To promote and encourage the proposal of solutions to the problems detected and to give
ideas for improvement.

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TABLE OF
CONTENTS
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INTRODUCCIÓN

MANAGEMENT
MODEL
CapaciTa UF.0562.A Visual Basic applied to 7.6 Classroom- • Understand Visual Basic programming applied to MS Access. Create and modify macros that
Microsoft Access based (F2F) allow processes to be automated. Design of advanced queries, forms and related reports through
02
OUR CORPORATE the creation of a management system.
UNIVERSITY
MODEL - RED
ELÉCTRICA
GROUP CAMPUS. CapaciTa UF.0447.B Team Working 15 Virtual - run • Be a team member: participate and give your opinion, share information, perform the tasks
TRANSFORMING
THE WAY WE Competencies by REE entrusted to you and help when requested. Collaborate and cooperate: maintain good
MANAGE TRAINING
relationships, avoid confrontations, show availability and offer your help to other team members.
03 CapaciTa UF.0754.B Innovation and 50 Virtual - run • Adapt the way of working to new procedures and incorporate innovative approaches that improve
TRAINING
& DEVELOPMENT Competencies Continuous Improvement by external overall results. Control and ensure the quality of work and information. Identify opportunities and
PLAN provider changes in methods and processes to improve your performance or that of your unit. Provide new
solutions to your unit. Learn and do research in different areas for innovative solutions to provide
ideas and solutions when faced with new and complex situations. Monitor the improvements
proposed regarding the performance indicators of the organisational unit of the participant.
04
TRAINING
& DEVELOPMENT
PROGRAMMES CapaciTa UF.0755.B Adaptation and Change 50 Virtual - run • Learn to accept changes and/or decisions, even if they are contrary to one's point of view. Adapt
Competencies Management by external the work pace or the working conditions, when faced by unforeseen events, without it affecting
provider performance.
APPENDIX A1
TRAINING
CapaciTa UF.0756.B Global Vision of REE 50 Virtual - run • Identify the duties and responsibilities of one's job position, understand the goals associated
& DEVELOPMENT
PLAN
Competencies by external with one's job position and those of its organisational unit. Understand the interests of other
provider organisational units, as well as the objectives and performance indicators of one's business area.
CapaciTa UF.0498.A Construction Projects for 375 Virtual - run • The general objective of the course is to train the student in the different technical and
APPENDIX A2 HV electricity facilities. by external management disciplines that are necessary throughout the project phase and construction phase
ACTIVITY
SUMMARY. TALENT provider of high-voltage lines and substations. The methodology is virtual with classroom-based exams.
MANAGEMENT
AseguraTe UF.0235.M C16 Felling, Pruning and 16 Classroom- • Acquire knowledge about the basic techniques and regulatory safety measures for carrying
Clearance Works based (F2F) out clearing works, pruning and felling of trees.
• To understand the general characteristics and the operation of the different equipment,
machinery and materials that are used.
CapaciTa UF.0009.M Electricity Substation 16 Classroom- • Get to know and understand the structure and operation of electricity substations. Interpret
Description and Single- based (F2F) single-line diagrams.
Line Diagrams
CapaciTa UF.0006.B Visits to Electricity 4 Classroom- • Learn more about the physical topology of a substation and how the different elements
Substations based (F2F) that it is comprised of work.

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TABLE OF
CONTENTS
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INTRODUCCIÓN

MANAGEMENT
MODEL
CapaciTa UF.0689.M High-voltage grid power 28 Classroom- • Understand and learn about the equipment available, its operating principles and the main
electronics based (F2F) applications motivated by the growing implementation in the high voltage grid of different
02
OUR CORPORATE electronic devices which offer various functions such as controlling voltages, power flow,
UNIVERSITY
MODEL - RED frequency etc.
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
THE WAY WE AseguraTe UF.0246.M C07 Works at heights 8.5 Classroom- • Become familiar with the use of fall arrestor Personal Protection Equipment when working at
MANAGE TRAINING
(overhead lines) based (F2F) heights on metal structures - following the work model described in technical document AM004.
03 AseguraTe UF.0249.M C08 Manual and 6 Classroom- • Acquire knowledge about the existing risks and the preventive measures that are established
TRAINING
& DEVELOPMENT mechanical cargo based (F2F) to move cargo by manual or mechanical means.
PLAN handling
AseguraTe UF.0252.M C13 Low-voltage 7 Classroom- • Learn how to apply regulatory safety measures to avoid risks in low-voltage electrical work.
electricity risk based (F2F) Know how to perform work in low-voltage facilities using the specific techniques regarding
04
TRAINING live-working in low voltage, method of contact and learn more about the existing materials
& DEVELOPMENT
PROGRAMMES used to carry out these techniques.
AseguraTe UF.0159.M C10 Driving off-road 18 Classroom- • Perfecting driving techniques. Be aware of driving tactics and the preventive and maintenance
vehicles based (F2F) measures for the vehicle, the equipment, passengers and driver. Selection of routes. Learn
APPENDIX A1
TRAINING
how to optimise equipment and recognise favourable situations when using all-terrain vehicles
& DEVELOPMENT
PLAN
for movements to and from worksites.
NaTura UF.0170.M Iberian Fauna and Flora 27 Classroom- • Become familiar with the species of birds and flora through their field observation, in order to be
based (F2F) able to identify them according to species or family. Raise awareness of the importance of flora and
APPENDIX A2 fauna and the reasons why it is necessary to conserve biological diversity. Understand the issues
ACTIVITY
SUMMARY. TALENT regarding the conservation of the Iberian flora and fauna, and develop responsible behaviours.
MANAGEMENT
CapaciTa UF.0622.A SIEMENS line protections 24 Classroom- • Get to know and understand the criteria, methodologies and operation of SIEMENS line
based (F2F) protections.
CapaciTa UF.0047.M Functioning of the 8 Classroom- • Understand the functioning of the electricity market in Spain. Interpret the rules of the
Electricity market based (F2F) electricity market.
CapaciTa UF.0510.M Electricity substation 24 Classroom- • Understand, at a theoretical-practical level, the fundamentals of design and operation
design. Introduction. based (F2F) of high-voltage substations and transformer stations.
CapaciTa UF.0552.M Handling of SF6 gas - 16 Classroom- • Acquire the necessary knowledge for the handling of SF6 gas in accordance with EC-842/2006
High-Voltage Equipment based (F2F) Standard.

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TABLE OF
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INTRODUCCIÓN

MANAGEMENT
MODEL
CapaciTa UF.0608.M Introduction to 18 Classroom- • Learn more about and understand the basics of how REE's protection systems work.
Protection Systems based (F2F)
02
OUR CORPORATE
UNIVERSITY
MODEL - RED Thabla: English INGLÉS English- Virtual Platform 130 Virtual - run • According to level: A1, A1+, A2, A2+, B1, B1+, B2, B2+ C1, C2
ELÉCTRICA
GROUP CAMPUS. by external
TRANSFORMING
THE WAY WE provider
MANAGE TRAINING
Thabla: English INGLÉS English. Face-to-Face 130 Classroom- • According to level: A1, A1+, A2, A2+, B1, B1+, B2, B2+ C1, C2
03 Classes. based (F2F)
TRAINING
& DEVELOPMENT
PLAN
CapaciTa UF.0711.M High-Voltage Lines 75 Virtual - run • Study the current and future technologies of high-voltage lines - including the project and
by REE construction phases.
CapaciTa UF.0712.M High-Voltage 75 Virtual - run • Study the current and future technologies of high-voltage substations - including the project
04
TRAINING Substations by REE and construction phases.
& DEVELOPMENT
PROGRAMMES
CapaciTa UF.0714.M Maintenance 75 Virtual - run • Address the aspects related to the management of the maintenance the high-voltage facilities,
Management (HV by REE such as maintenance models and plans, environmental management, safety, etc.
Electricity Infrastructure)
APPENDIX A1
TRAINING
& DEVELOPMENT CapaciTa UF.0673.B Smart Grids. 20 Virtual - run • Understand and learn more about: The fundamentals of why there is a current need to evolve
PLAN
by REE towards a smarter electricity system. What has been the transition from the current passive
grids to the more active grids needed to face the challenges of the future. How new distributed
resources are integrated, among which the following are noteworthy: distributed generation,
APPENDIX A2 electric vehicles, demand-side management and energy storage.
ACTIVITY
SUMMARY. TALENT
MANAGEMENT
CapaciTa UF.0752.M Grounding Systems 10 Classroom- • Description, necessity and importance of the earthing systems The objective of the course
based (F2F) is fundamentally practical, it includes an initial theory session and afterwards measurements
will be made in the field. The course is aimed at both line and substation technical specialists.
AseguraTe UF.0614.M C21 Working in confined 5 Classroom- • Understand the legal regulations regarding confined spaces. Identify the risks associated with
spaces based (F2F) the performance of activities in these spaces. Learn how to apply preventive measures that need
to be planned. Gain an understanding of the personal protection equipment (PPE), its use and
maintenance.
CapaciTa UF.0517.M Statistical Methods with 16 Classroom- • Train attendees in the knowledge necessary to work effectively with statistical methods.
Microsoft Excel based (F2F) The participants will practice with real examples that allow them to study in greater depth
the statistical problems in a given manner.

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TABLE OF
CONTENTS
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INTRODUCCIÓN

MANAGEMENT
MODEL
CapaciTa UF.0240.A Visual Basic applied to 20 Classroom- • Introduction to object-based programming for the automation of tasks, creation of new functions and
Microsoft Excel based (F2F) procedures in this application. Learn how to connect applications to the internet in order to better
02
OUR CORPORATE optimise work time and achieve a higher level of reliability in how these applications can be used.
UNIVERSITY
MODEL - RED
ELÉCTRICA
GROUP CAMPUS. CapaciTa UF.0165.M Finance for Non- 24 Classroom- • Provide the essential knowledge of financial fundamentals, tools and practices, as well as
TRANSFORMING
THE WAY WE Financial People based (F2F) how to assess investments.
MANAGE TRAINING
CapaciTa UF.0529.A High-Voltage Lines 75 Virtual - run • Study the current and future technologies of overhead lines and insulated high-voltage cables,
03 by external including the project and construction phases.
TRAINING
& DEVELOPMENT provider
PLAN
CapaciTa UF.0533.A Maintenance Techniques 75 Virtual - run • Study the different high-voltage overhead line maintenance techniques, focusing on the
for HV Overhead Lines by external treatments applied to the different components.
provider
04
TRAINING
& DEVELOPMENT
PROGRAMMES AseguraTe UF.0489.M C19 Safe and Efficient 8 Classroom- • Learning and practice of safe, accurate and effective driving techniques. Reaction when faced
Driving - Passenger based (F2F) with dangerous situations. Ability and control of the vehicle in habitual and critical situations.
Vehicles Knowledge about the operation and behaviour of the vehicle. Achieving a good level of durability
of the vehicle by learning good driving principles and skills.
APPENDIX A1
TRAINING
& DEVELOPMENT
PLAN
AseguraTe UF.0248.M C02 Workplace Risk 0.5 Virtual - run • Inform new recruits of the basic health and safety measures that must be known in order to
Prevention - Informative by REE prevent accidents that could be caused by the risks associated with the work and the facilities.
Session Record in the employee training register the receipt of the "Manual on Prevention of Workplace
Risks". Each new recruit receives the Manual when they join the workforce and signs to
APPENDIX A2 acknowledge receipt of the same.
ACTIVITY
SUMMARY. TALENT
MANAGEMENT
AseguraTe UF.0250.M C12 First-Aid. CPR 5 Classroom- • Acquire the knowledge and basic techniques necessary in health and first-aid support, to keep an
based (F2F) injured person in the best conditions to receive medical help. Learn the role of the first responder
in the survival chain. Get to know how to perform cardiopulmonary resuscitation (CPR) and use the
external semiautomatic defibrillators (DESA). Manage techniques for the unblocking of airways.
AseguraTe UF.0089.B C11 Basic Fire-Fighting- 3 Classroom- •M

ake the attendees aware of the importance of the carrying out preventive actions. • Train attendees
Evacuation Plan based (F2F) on their functions as members of the Response Teams. • Cover and discuss how fire incidents occur
and their consequences. • Train attendees on the selection of extinguishing agents. • Describe the
different extinguishing equipment available. • Describe the most appropriate techniques for the
control of different fire situations. • Instruct students on the guidelines for action in case of fire,
according to their respective job positions. • Train students in the techniques on how to use the
Extinction and Protection Equipment on different projects by means of ‘live’ fire created for practical
training. • Share and convey information, in terms of safety, to increase personal self-confidence.

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MANAGEMENT
MODEL
AseguraTe UF.0795.B C18 Office Working 2 Virtual - run • Understand the risks of one's job position, preventive measures and available resources. Learn
02
by REE how to avoid accidents with a change of attitude by learning criteria on how to act. Identify the
OUR CORPORATE risks of the different activities. Prevent risks following recommended guidelines.
UNIVERSITY
MODEL - RED
ELÉCTRICA
GROUP CAMPUS. CapaciTa Voluntariado Corporate Volunteering 16 Classroom- • Train students in the necessary skills and in the theory and practical knowledge, and provide the
TRANSFORMING
THE WAY WE Guidelines based (F2F) tools and training to launch or adapt a corporate volunteering programme, so that it is sustainable
MANAGE TRAINING
and has a strategic vision.
03 AseguraTe UF.0437.M C15 Recycling of Training 8 Classroom- • Make students aware of the legal modifications introduced in legislation regarding risk prevention.
TRAINING
& DEVELOPMENT regarding Workplace based (F2F) Review the most significant aspects in this field that have occurred in our electricity facilities.
PLAN Risk Prevention and
Electricity
CapaciTa UF.0014.B Renewable Energy 2 Virtual - run • Understand and learn more about the fundamental aspects of renewable energy and the main
04
TRAINING by REE methods used to maximise "renewable" resources for energy production.
& DEVELOPMENT
PROGRAMMES
Corporate UF.0190.B EFQM Assessors. Basic 32 Virtual - run • Acquire general knowledge about the fundamental concepts of Excellence. Learn about the basic
Training level by external assessment process of an organisation by an external team, and the documentation that it uses
provider and generates. Analyse and know the content of the EFQM Excellence Model 2013.
APPENDIX A1
TRAINING
& DEVELOPMENT
PLAN
CapaciTa UF.0457.A High-Voltage Direct 20 Classroom- • Learn about the fundamental concepts to be able to understand in detail the continuous operation
Current Links based (F2F) of direct-current high voltage links in its two technologies; conventional (LCC) and VSC. Analyse
issues related to the dynamic operation scheme of converters.
APPENDIX A2 CapaciTa UF.0644.A Testing Transformer 15 Classroom- • Identify the magnitudes and parameters related to power transformers
ACTIVITY
SUMMARY. TALENT differential relay based (F2F) • Outline differential relay test techniques.
MANAGEMENT
protection • Illustrate differential relay test techniques
• Associate the testing techniques to differential transformer protections.
CapaciTa UF.0764.A Fault Locator Laboratory 16 Classroom- • Provide specialised personnel with theoretical-practical training in order to determine
(INELFE) based (F2F) the location of failures and faults in the HVDC Spain-France interconnection.
CapaciTa UF_570B Work-life Balance and 1 Classroom- • Raise awareness of the importance of work-life balance and equality in the professional
Equality based (F2F) and personal environment of REE employees.

-
TABLE OF
CONTENTS
-
INTRODUCCIÓN

MANAGEMENT
MODEL
CapaciTa UF.0739.M Innovation and 2 Classroom- • Adapt the way of working to new procedures and incorporate innovative approaches that
02
Competencies Continuous Improvement based (F2F) improve overall results. Control and ensure the quality of work and information. Identify
OUR CORPORATE opportunities and changes in methods and processes to improve one's performance or that
UNIVERSITY
MODEL - RED of one's unit. Provide new solutions to your unit. Learn and do research in different areas
ELÉCTRICA
GROUP CAMPUS. for innovative solutions to provide ideas and solutions when faced with new and complex
TRANSFORMING
THE WAY WE situations. Monitor the improvements proposed regarding the performance indicators
MANAGE TRAINING
of the organisational unit of the participant.
03 CapaciTa Skills UF.0446.A Performance 8 Classroom- • Provide support for the successful implementation of the new Performance Appraisal System,
TRAINING
& DEVELOPMENT Appraisal Process based (F2F) through a training process that reinforces the necessary skills, accompanying the cultural
PLAN (Interview with the change associated with the implementation of the new system, for this it will be necessary
Employee) to: Reflect on the importance of the performance appraisal system and its management as a
driver of individual development and that of the business. Work on the development of key skills
which are required to carry out the overall process (plan, follow up, communicate, evaluate,
04
TRAINING offer feedback, engage teams, draft a development plan (IDP)). Create a mock environment
& DEVELOPMENT
PROGRAMMES where these skills can be practiced. Understand how we transpose the appraisal interview into
specific actions in the IDP of the person being evaluated. Be aware of the obstacles that may be
encountered when we change the way we do things.
APPENDIX A1
TRAINING
CapaciTa JEFES Team Management 16 Classroom- • Provide participants with the necessary skills and tools, whose objective is to learn how
& DEVELOPMENT
PLAN
Competencies and Leadership based (F2F) to manage and lead excellence teams. Discover the importance of organisational leadership.
Understand the model of the basic elements of leadership and the model of the effective leader.
Introduce techniques and skills to improve motivation, leadership and teamworking, as well as
collaborating on new initiatives. Learn how to differentiate between teamwork and essential
APPENDIX A2 collaboration. Understand and apply the behavioural foundations of excellence. Learn to build
ACTIVITY
SUMMARY. TALENT more effective and productive relationships, based on the intelligent use of emotions. Engage
MANAGEMENT
and motivate managers to provide and contribute to the development of the leadership model
itself, aligned with the mission, values and strategic objectives of the Company.
CapaciTa UF.0745.M Operator of Local 21 Classroom- • Provide the necessary theory training to REE employees for their certification as
Manoeuvre Operations based (F2F) Local Operators in REE facilities.
Certification. REE Theory
CapaciTa UF.0746.M Operator of Local 17 Classroom- • Provide the necessary practical training to REE employees for their certification as local
Manoeuvre Operation based (F2F) operators in REE facilities.
Certification. REE
Practical

-
TABLE OF
CONTENTS
-
INTRODUCCIÓN

MANAGEMENT
MODEL
CapaciTa UF.0080.M Microsoft Outlook 10 Virtual - run • Improve MS Outlook knowledge as well as its practical application in administrative tasks.
Calendar by REE
02
OUR CORPORATE
UNIVERSITY
MODEL - RED CapaciTa UF.0080.A Microsoft Outlook 3.5 Classroom- • Acquire the necessary knowledge for the adequate management of email and calendars through
ELÉCTRICA
GROUP CAMPUS. Calendar based (F2F) Microsoft Outlook 2007 - advanced level.
TRANSFORMING
THE WAY WE
MANAGE TRAINING
CapaciTa UF.0459.B Substation Local 6 Virtual - run • Learn the different phases that intervene in the performance of local operation/manoeuvres
Manoeuvre Operations. by REE (prior analysis, preparation and execution), as well as the degree of responsibility of the people
03 Theory who take part.
TRAINING
& DEVELOPMENT
PLAN
CapaciTa UF.0771.B MOVIMAN 7.5 Classroom- • Explain the use of the new mobility device in REE.
based (F2F)
CapaciTa UF.0708.A Switch Protections 15 Classroom- • Identify the magnitudes and parameters related to the switches.
04
TRAINING based (F2F) • Outline the test techniques for switch relays.
& DEVELOPMENT
PROGRAMMES • Illustrate test techniques for switch relays.
• Apply the previously indicated test techniques to switch relays.
Environmental 15 Virtual - run • Provide a specific vision of the possible environmental impact of the modern use of electrical
APPENDIX A1
TRAINING
NaTura UF.0396.B Awareness by REE energy, its causes and the possible preventive and corrective measures in the different
& DEVELOPMENT
PLAN
areas of activity (generation, transmission and distribution of electricity). Provide a specific
vision of the impact that the electricity sector activity has on the natural environment (fauna,
flora, water...), municipalities & cities (historical heritage, urban development...), and modern
lifestyle in general (socio-economic environment, etc.). Increase awareness of the need for the
APPENDIX A2 conservation of different ecosystems affected by the use of electricity in modern society, and
ACTIVITY
SUMMARY. TALENT become aware of the means available for environmental conservation.
MANAGEMENT
CapaciTa UF.0641.B GeoRED. User Visor. 6 Classroom- • Provide students with the necessary capabilities for the visualisation, consultation
based (F2F) and spatial analysis of the REE infrastructure on a geographical visor.
CapaciTa UF.0748.B Programming in Python 60 Virtual - run • Acquire the necessary knowledge about programming with Python (programming language).
by REE
CapaciTa UF.0763.B PSSE-33 Operation. 10 Classroom- • Understand and learn how to manage PSSE-33 when faced with faults of applications
Operation tools in the based (F2F) of the system operation tools.
event of faults.

-
TABLE OF
CONTENTS
-
INTRODUCCIÓN

MANAGEMENT
MODEL
CapaciTa BME Electricity Derivatives 8 Classroom- • Familiarise participants on how the derivatives market works, as it has a larger volume than
02
based (F2F) the OMEL market, and whose prices serve as a reference for CESUR auctions. Understand the
OUR CORPORATE perspective of a broker as a professional that helps buyers and sellers to close negotiations, and
UNIVERSITY
MODEL - RED incorporate the vision of a first-line trader that is operating daily in the market. Explain the service
ELÉCTRICA
GROUP CAMPUS. provided by counterparties and how they can help entities that wish to access the market. Offer
TRANSFORMING
THE WAY WE practical expert knowledge, which explains the coverage mechanisms and tools that can be used
MANAGE TRAINING
by a trade, or a generator agent belonging to wind energy and cogeneration energy sectors
to protect themselves from adverse situations regarding market prices.
03
TRAINING
& DEVELOPMENT CapaciTa UF.0334.A Power Restoration Plans: 25 Classroom- • Get to know, understand and execute the Electricity Service Restoration Plans, in the event
PLAN Operating Procedures based (F2F) of widespread incidents in the national or interconnected transmission grid, being aware of the
actions that must be carried out by the REE Control Centres (CECOEL and CECORE), the Control
Centres of RTE, REN and ONE, and the Control Centres of the Generation Agents and those
of the Distribution Agents.
04
TRAINING
& DEVELOPMENT
PROGRAMMES CapaciTa UF.0760.B Interconnection 6 Classroom- • Learn about and understand European trends in relation to the management of international
management for the based (F2F) interconnections for the creation of the Internal Energy Market (IEM)
creation of the IEM
APPENDIX A1
TRAINING
NaTura UF.0347.M Forest Fire Fighting 5 Classroom- • Gain further knowledge about the behaviour of fire and the methods and means necessary
& DEVELOPMENT
PLAN
based (F2F) for the extinction of forest fires.
CapaciTa UF.0705.B Royal Decree 337/2014. 14 Classroom- • Get to know and understand the contents and modifications of Royal Decree 337/2014
High-Voltage regulation based (F2F) on High Voltages in Substations.
APPENDIX A2 substations
ACTIVITY
SUMMARY. TALENT
MANAGEMENT
CapaciTa Skills UF.0169.M Written communication 12 Classroom- • Improve written communication, according to the REE style book. Know and be able to apply
and the drafting of based (F2F) the various sources used for consultation - both printed and electronic - and the IT software
reports programs for daily use, with which to be able to write the communiqués in less time and with
fewer doubts and errors.
CapaciTa Skills ASK Written communication 11 Virtual - run • Understand the development of a text as a process and improve personal drafting strategies.
and the drafting of by external • Understand and practice the necessary tools to provide greater efficiency, clarity and conciseness
reports provider to documents. Establish a personal improvement action plan to implement changes in the
day-to-day work, in relation to written communications that need to be drafted.
CapaciTa UF.0582.A MESA Disconnectors 30 Classroom- • Understand and practice the fundamental concepts of maintenance and commissioning
based (F2F) of MESA disconnectors.

-
TABLE OF
CONTENTS
-
INTRODUCCIÓN

MANAGEMENT
MODEL
CapaciTa POWERPIVOT PowerPivot analysis 12 Classroom- • Use the different PowerPivot tools to analyse information from different perspectives.
based (F2F)
02
OUR CORPORATE
UNIVERSITY
MODEL - RED CapaciTa UF.0594.M Electricity System 7 Classroom- • Understand how the demand settlement mechanisms are applied to the Electricity
ELÉCTRICA
GROUP CAMPUS. Demand settlements based (F2F) Market Agents in Spain.
TRANSFORMING
THE WAY WE
MANAGE TRAINING
CapaciTa UF.0776.B Markets, Constraints, 10 Classroom- • Get to know and understand the basic principles of the electricity generation market,
Ancillary Services based (F2F) the process of technical constraints and the ancillary services of the system.
03
TRAINING
& DEVELOPMENT CapaciTa UF.0704.A Protection Systems for 28 Classroom- • Get to know and understand the criteria, methodologies and how the protections regarding
PLAN Generation based (F2F) generation work.
CapaciTa UF.0744.A Pumped-Storage Power 25 Classroom- • The objective of the course is to provide an understanding of the fundamental aspects
Stations based (F2F) regarding how pumped-storage power stations work, taking water, as a resource,
04
TRAINING and the consumption of electricity required in the process.
& DEVELOPMENT
PROGRAMMES
CapaciTa UF.0602.B IEC61850 Standard 8 Classroom- • Cover and explain the basics of the IEC61850 standard and how it works.
based (F2F)
APPENDIX A1
TRAINING
CapaciTa UF.0602.M IEC61850 Standard 16 Classroom- • Training on the IEC61850 standard.
& DEVELOPMENT
PLAN
based (F2F)
CapaciTa UF.0327.M Criteria regarding 14 Classroom- • Explain the criteria and standardisation that REE is using in the design of high-voltage
the Standardisation based (F2F) underground electricity lines in order to unify its application in the design and drafting
APPENDIX A2 of the Design of HV of final projects for this type of line.
ACTIVITY
SUMMARY. TALENT Underground Electricity
MANAGEMENT
Lines
CapaciTa UF.0736.M Adaptation and Change 16 Classroom- • Learn to accept changes and/or decisions, even if they are contrary to one's point of view.
Competencies Management based (F2F) Adapt the work pace or the working conditions, when faced by unforeseen events, without
it affecting performance. Apply the proposed changes demonstrating a constructive attitude
when faced with new situations, adapting their planning and reorganising resources.
CapaciTa UF.0799.M Digital Competencies - Classroom- • Analyse personal technological and learning needs. Select and effectively use technological
Competencies based (F2F) environments. Update knowledge continuously as a way to achieve permanent self-learning.
CapaciTa UF.0747.A Underground Lines 18 Classroom- • Acquire the necessary knowledge regarding underground lines.
based (F2F)

-
TABLE OF
CONTENTS
-
INTRODUCCIÓN

MANAGEMENT
MODEL
CapaciTa UF.0236.M Topography (for line 15 Classroom- • Explain the basic topography concepts that must be mastered by line maintenance technicians.
technical specialists) based (F2F) The course includes a theory part and a practical part to reinforce the concepts discussed with
02
OUR CORPORATE the use of GPS and the total station.
UNIVERSITY
MODEL - RED
ELÉCTRICA
GROUP CAMPUS. CapaciTa UF.0659.A ABB Load Changeover 18 Classroom- • Learn and understand how load regulators work, in addition to their operating and maintenance
TRANSFORMING
THE WAY WE Switches based (F2F) characteristics.
MANAGE TRAINING
CapaciTa UF.0507.B Fibre Optic Cables 10 Classroom- • Provide basic theoretical knowledge about fibre optic cables.
03 based (F2F)
TRAINING
& DEVELOPMENT
PLAN
CapaciTa UF.0643.A Adjustment Criteria for 12 Classroom- • Identify the magnitudes and parameters that are involved in adjustments in relation
Protections based (F2F) to protection systems.
• State the main adjustments to be calculated
• Identify the adjustment criteria, associating them with each type of protection
04
TRAINING • Illustrate the adjustment calculation techniques.
& DEVELOPMENT
PROGRAMMES
CapaciTa UF.0649.A OMICRON CMC Testing 18 Classroom- • Identify the components of the equipment.
Case based (F2F) • Outline the test modules associated with the OMICRON testing case.
• Illustrate the testing techniques of each module.
APPENDIX A1
TRAINING
• Apply the test techniques to the protection test.
& DEVELOPMENT
PLAN
CapaciTa UF.0146.M Maintenance of Direct 6 Classroom- • Acquire the most relevant knowledge to be able to carry out the maintenance tasks for the
Current Equipment based (F2F) different systems and technologies of rectifiers and batteries that REE has available. The course
is oriented towards preventive maintenance tasks of these systems.
APPENDIX A2
ACTIVITY
SUMMARY. TALENT CapaciTa UF.0653.B Basic 7 Classroom- • Train the personnel who carry out substation control tasks so they have the practical knowledge
MANAGEMENT
Telecommunications - based (F2F) necessary to support the telecommunications brigades in the identification of faults and also
Substation Brigades for the restoration of critical services, provided that these actions involve the carrying out
of basic manoeuvres on the equipment (identification of alarms, resets, replacement
of motherboards if available, etc.).
CapaciTa UF.0412.A Earthing Operations in 18 Classroom- • Understand the basic design and calculation criteria to take into account in the safe execution
Substations based (F2F) of projects for high-voltage facilities, both for staff and equipment. The course is designed
in such a way that the theory is supported by practical cases to promote the subsequent
application of the course material.

-
TABLE OF
CONTENTS
-
INTRODUCCIÓN

MANAGEMENT
MODEL
CapaciTa UF.0474.A ABB Power Transformer 19 Classroom- • The course carries out an in-depth study of the activities that are required by transformers during
Maintenance based (F2F) their life cycle. The different diagnostic methods are analysed as well as the preventive and
02
OUR CORPORATE corrective maintenance techniques. Finally, an integrated management vision of transformers
UNIVERSITY
MODEL - RED is provided, based on the analysis of the state of the equipment, the assessment of risks and
ELÉCTRICA
GROUP CAMPUS. in the global planning.
TRANSFORMING
THE WAY WE
MANAGE TRAINING
CapaciTa UF.0620.A ISODEL Mod. HP-500 15 Classroom- • Get to know and understand the criteria, methodologies and operation of ISODEL switches.
Switches based (F2F)
03
TRAINING
& DEVELOPMENT CapaciTa UF.0438.B Maintenance Definition 4 Classroom- • Present an overview of maintenance, with details on the definition of the philosophy and the
PLAN and Criteria based (F2F) criteria applied in Red Eléctrica's facilities.
CapaciTa UF.0663.A Remote Testing of 15 Classroom- • Identify the magnitudes and parameters related to electricity lines.
Protections - SEL based (F2F) • Outline the remote testing techniques for relays.
04
TRAINING • Illustrate the remote testing techniques for relays.
& DEVELOPMENT
PROGRAMMES • Associate testing techniques to remote protections
• Apply the points above to the remote relay testing.
CapaciTa UF.0379.M Thermography 10 Classroom- • Acquire the fundamental physical concepts of infrared thermography. Understand the techniques
APPENDIX A1
TRAINING
based (F2F) and good practices for conduct thermography. Learn to properly interpret the results of
& DEVELOPMENT
PLAN
thermography.
CapaciTa UF.0496.M HV Line Regulation and 21 Classroom- • The course provides a detailed explanation of the new High-Voltage Line Regulation (RLAT),
its ITC-LAT based (F2F) comparing it with the previous from 1968, which differs substantially. The course will also address
APPENDIX A2 the following issues: a) Regarding design, propose simple solutions that comply with the new
ACTIVITY
SUMMARY. TALENT Regulation. b) Regarding the use of materials, those that comply with the Regulation will be
MANAGEMENT
analysed, whereby the designer will assume that by using the materials defined, the Regulation
will basically be deemed as being complied with. c) All the necessary data will also be provided
in order to perform the wide and varied electrical and mechanical calculations, all of which are
necessary to meet the requirements of the new Regulation. d) Finally, by way of example,
in the drafting of projects (ITC-LAT 09) the course will define situations that are more favourable
in terms of regulatory requirements.
CapaciTa UF.0547.M HV Switches. Measuring 6 Classroom- • To facilitate the understanding of tests conducted on high-voltage switches through the use
and Testing based (F2F) of testing equipment. To adequately apply the tests for the maintenance of switches.

-
TABLE OF
CONTENTS
-
INTRODUCCIÓN

MANAGEMENT
MODEL
CapaciTa UF.0669.M Earthing Operations 18 Classroom- • The course is aimed at high-voltage line maintenance technical experts, the objectives are:
for Overhead and based (F2F) - Explain the basic concepts regarding the earthing of medium and high-voltage lines.
02
OUR CORPORATE Underground Lines - Present the amendments of the new High-Voltage Line Regulation for earthing operations.
UNIVERSITY
MODEL - RED - Explain the regulatory measurements from a practical point of view.
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
THE WAY WE Classroom- • The course is aimed at high-voltage line maintenance technical experts and support specialists,
MANAGE TRAINING
CapaciTa UF.0669.A Earthing Operations 18 based (F2F) the objectives are:
for Overhead and - Explain the basic concepts regarding the earthing of medium and high-voltage lines.
03 Underground Lines - Present the amendments of the new High-Voltage Line Regulation for earthing operations.
TRAINING
& DEVELOPMENT - Explain the regulatory measurements from a practical point of view.
PLAN
NaTura UF.0440.M Environment and 8 Classroom- • Understand the requirements of REE's Environmental Management System, the interactions/
Sustainability based (F2F) impacts of maintenance activities with the environment, the environmental regulations applicable
to each of the maintenance tasks and the environmental responsibilities, and know how to act
04
TRAINING in order to avoid or minimise the impacts of our activities on the environment for each action
& DEVELOPMENT
PROGRAMMES performed.
NaTura UF.0349.B Waste Management 5 Classroom- • Update knowledge on the management of waste generated during works on lines and substations.
based (F2F) Create a communication and discussion forum on best practices.
APPENDIX A1
TRAINING
& DEVELOPMENT
PLAN
CapaciTa UF.0601.A Physical Security - Fire 14 Classroom- • Provide fire protection training adapted to the unique characteristics of REE's activities, in relation
Detection Installation based (F2F) to: Understanding the Regulation applicable in applicable in fire protection matters regarding
substations and transformer substations. Carry out a risk identification process. Propose
delimiting measures in a substation.
APPENDIX A2
ACTIVITY
SUMMARY. TALENT CapaciTa UF.0222.A SCI XBU of SAC 30 Classroom- • Understand the creation, modification and management of SAC / ARTECHE databases.
MANAGEMENT
based (F2F)
CapaciTa UF.0383.A Integrated Control 30 Classroom- • Understand the creation, modification and management of TELVENT / SCHNEIDER databases.
System: TELVENT. based (F2F)
CapaciTa UF.0679.M Electricity System 24 Classroom- • The seminar includes a presentation of the mathematical models of synchronous generators,
Stability in DIgSILENT based (F2F) induction machines, loads, excitation systems, turbines and governing systems. Participants
perform numerous exercises, in which they investigate the stability of single-machine and
multi-machine power systems, using time-domain and frequency-domain techniques.

-
TABLE OF
CONTENTS
-
INTRODUCCIÓN

MANAGEMENT
MODEL
AseguraTe UF.0348.A C20 L.C.I. First 24 Classroom- • Raise awareness on the importance of the execution of preventive actions. Train members
Response Teams based (F2F) of First Response Teams in their duties and responsibilities. Discuss and analyse in details the
02
OUR CORPORATE potential incidents and consequences of fire. Describe the different extinguishing equipment
UNIVERSITY
MODEL - RED available. Train on the action guidelines in the case of fire pertaining to their job position. Provide
ELÉCTRICA
GROUP CAMPUS. training on techniques for the use of fire extinguishing and protection equipment in live fire
TRANSFORMING
THE WAY WE training simulations.
MANAGE TRAINING
CapaciTa UF.0766.M AGILE01 3 Classroom- • Show the principles of agile methodologies, digital transformation and the role of managers
03 based (F2F) as catalysts for the implementation of said methodologies.
TRAINING
& DEVELOPMENT
PLAN
CapaciTa UF.0767.M AGILE02 5 Classroom- • Obtain a strategic vision of projects and learn to define a project in a more detailed way,
based (F2F) based on user case studies.
CapaciTa UF.0768.M AGILE03 5 Classroom- • The execution dynamics of a project based on Scrum methodology will be explained,
04
TRAINING based (F2F) as well as the team-building guidelines.
& DEVELOPMENT
PROGRAMMES
CapaciTa UF.0769.M AGILE04 5 Classroom- • How to use agile methodologies in large corporations and for large projects, when the
based (F2F) development involves several teams that work in different phases.
APPENDIX A1
TRAINING
& DEVELOPMENT
PLAN
APPENDIX A2
ACTIVITY
SUMMARY. TALENT
MANAGEMENT
-
TABLE OF 75
CONTENTS
A2
-
INTRODUCCIÓN
01
TALENT
MANAGEMENT
MODEL
02
OUR CORPORATE
UNIVERSITY
MODEL - RED
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
THE WAY WE
MANAGE TRAINING
03
TRAINING
& DEVELOPMENT
PLAN
04
TRAINING
& DEVELOPMENT
PROGRAMMES
APPENDIX A1
TRAINING
& DEVELOPMENT
PLAN
APPENDIX A2
APPENDIX 2
ACTIVITY
ACTIVITY
SUMMARY. TALENT
SUMMARY. TALENT
MANAGEMENT
MANAGEMENT
ACTIVITY SUMMARY.
TALENT MANAGEMENT
-
TABLE OF
CONTENTS
Activity Summary.
-
INTRODUCCIÓN
Talent Management
01
TALENT
MANAGEMENT
MODEL
02
OUR CORPORATE
UNIVERSITY
MODEL - RED
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
THE WAY WE
MANAGE TRAINING
03 Talent management is directly C O L L A B O R AT I O N W I T H practical programme regarding the Number of new employees
TRAINING
& DEVELOPMENT linked to each employee’s ‘Life T H E AC A D E M I C S E C T O R position Electricity Control Centre No.
PLAN
Cycle’ in the Company. In 2017, 122 people participated in Operator. This programme, carried
these processes, 16 of whom have out in collaboration with universities, 2017 76
04 Throughout 2017, activities related also been part of a special theory- is a valuable recruitment source 2016 33
TRAINING
& DEVELOPMENT to employment processes, training, 2015 50
PROGRAMMES
development and assessment
2014 30
included in this life cycle were BREAKDOWN OF
carried out. THE TALENT MANAGEMENT 2013 42
APPENDIX A1
TRAINING
& DEVELOPMENT
PLAN
ACTIVITY 10 20 30 40 50 60 70 80
A summary of the Talent
Management activity is shown DEVELOP
below, including representative
APPENDIX A2
AND
Selection process –
ACTIVITY
ACTIVITY
indicators that make easier to carry G NT
Average number of days
SUMMARY. TALENT
SUMMARY. TALENT
MANAGEMENT
IN PME
MANAGEMENT O
out a follow-up and implement on- L
DE IN
Days
SESSMENT
VE
A
going improvement actions. IDENTIFY AND TR
INCORPORATE
2017 36
AS
EM
P
LO
YM 2016 29
I D E N T I F I C AT I O N ENT
O F E X T E R N A L TA L E N T 2015 30
68.5 % of the selection processes RECOGNITION 2014 55
managed during 2017 were 2013 39
covered using external hiring
agencies. 20 40 60 80 100
-
TABLE OF
CONTENTS
The Red Eléctrica

INTRODUCCIÓN
for the Company. Also, 2 university various Regional Areas. A summary table of the
students did their internships in the In 2017, a number of different programmes conducted, the
Company. development programmes aimed number of attendees in each Group is a
01
TALENT
MANAGEMENT
at boosting the talent of Red
Eléctrica’s personnel were
case, the editions of each course
and the evaluation received is
pioneer in Spain
in this Advanced
MODEL
T H E D UA L ( F P ) P R O G R A M M E carried out. included below.

ADVANC E D QUALIF ICATION FO R
02
OUR CORPORATE
UNIVERSITY
MODEL - RED
P OW E R S TAT I O N T E C H N I C I A N S qualification.
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
For the design and delivery of the
THE WAY WE
MANAGE TRAINING training of this first edition, an
initial investment of more than
03 8,000 hours is foreseen. The
TRAINING
& DEVELOPMENT number of hours to be invested in No. of No. of No. of Evaluation
PLAN
attendees courses Hours (0-10)
successive editions is estimated
at 1,800 for the delivery of content Development programmes
04 and 2,800 for the mentoring CapaciTa Competencies (Competencies) 652 45 8,690 8
TRAINING
& DEVELOPMENT of students on this internship CapaciTa Competencies (Skills) 652 45 1,057 9
PROGRAMMES
programme. This training will be Pool of PoTential - Technical Specialists 124 6 4,005 9
carried out in the period September Expertos en Red 68 6 315 8
APPENDIX A1
2017 to December 2019 with a total LideraT 67 15 1,413 9
TRAINING
& DEVELOPMENT duration of 2,820 teaching hours InTegra 235 10 772 8
PLAN
for students (1,620 in the FP centre Total Development programmes 1,798 127 16,252
/ 1,200 in the Red Eléctrica Group).
APPENDIX A2
ACTIVITY
ACTIVITY
SUMMARY. TALENT
SUMMARY. TALENT The development of the technical Training Programmes
MANAGEMENT
MANAGEMENT
contents of the modules will be
the responsibility of the technical Thabla Programme 1,198 80 90,614
expert from the Facilities Sustainability Programme 26 7 166 8
Maintenance Management NaTura Programme 13 2 95 -
Area of Red Eléctrica, mainly AseguraT Programme 2,059 208 15,841 8
of the Substation Maintenance CapaciTa Programme 2,884 406 59,236 8
Department. There will be 444 Knowledge of the Company and the sector 3 1 18
hours of mentoring per intern Total training programmes 6,183 704 165,987
(work centre training) and this will Total training and development 7,981 831 182,239 8
be conducted in the Company’s PracTica Programme (interns) 55 12 2,231
Transmission Facilities of the Total (employees + interns) 8,036 843 184,470

-
TABLE OF
CONTENTS
-
INTRODUCCIÓN
53 % of the training is virtual, showcasing the Company’s commitment to the
digitalization of training contents using online methodologies.
01
TALENT
MANAGEMENT
MODEL
In 2017, there was an increase in represents the other 47 %. Taking Distribution of training hours
02 the number of training hours per into account the experience and per method used
OUR CORPORATE
UNIVERSITY
MODEL - RED employee aimed at promoting technical understanding of our %
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
employee ability. This increase employees, Red Eléctrica prioritises
THE WAY WE
MANAGE TRAINING can be seen in the following areas: in-house training, particularly in
technical training, languages, those programmes where internal
03
TRAINING
professional skills and abilities. expertise and knowledge is a must.
53 35 12
& DEVELOPMENT
PLAN
The percentage of employees who
The Red Eléctrica Group is acted as instructors during 2017
committed to the digitalisation of was: 9 %; representing 12 % of the
04 training content using an online training provided. Virtual training External Internal
TRAINING
& DEVELOPMENT approach that has allowed the
PROGRAMMES
training resources to be optimised.
Due to this fact, online training
APPENDIX A1
represents 53 % of the total, Distribution of training hours per programme
TRAINING
whereas classroom-based training %
& DEVELOPMENT
PLAN Internal instructors
APPENDIX A2
ACTIVITY
ACTIVITY
SUMMARY. TALENT
SUMMARY. TALENT
MANAGEMENT
MANAGEMENT
Average hours of training
per employee
799
COURSES
7,484
PARTICIPANTS 50 33 9
hours
2017 108 2,231

HOURS
182,239
HOURS THabla CapaciTa AseguraTe
2016 82
INTERN
2015 100 TRAINING 1 2 5
74
8.3
2014
2013 57
AVERAGE
20 40 60 80 100 120 SCORE LideraT Bancos de PoTencial CapaciTa Competencies
-
TABLE OF
CONTENTS
-
INTRODUCCIÓN
Training is concentrated within the E Q UA L I T Y I N INVESTMENT IN
‘31 to 40 years old’ age group, as TRAINING TRAINING
this is the area where the majority The Equal Opportunities ratio Investment in training shows
01
TALENT
of the training is focused. in training 2017 stood at 0.86. (1) an increase due mainly to
MANAGEMENT
MODEL the growth in training hours
The total volume of training in the derived from technical training
02
OUR CORPORATE
under 30 age group continues to programmes, languages and
UNIVERSITY
MODEL - RED be high and the over 50 age group (1) This data is obtained as follows: Ratio between
Occupational Health and Safety.
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
continues to receive training the annual average (weighted by professional The percentage of investment
groups) of training received by women with
THE WAY WE
MANAGE TRAINING focused on their duties and respect to the overall training average. The in training over total cost of
responsibilities. equality range is between 0.95 and 1.05. personnel stands at 5.63 %.
03
TRAINING
& DEVELOPMENT
PLAN
Investment in training
-
04
In 2017, the Equal Opportunities

TRAINING
& DEVELOPMENT
PROGRAMMES HOURS %
ratio in training at 0.86.

110 10.0
100
APPENDIX A1 9.0
TRAINING
& DEVELOPMENT 90
PLAN
8.0
80
Training breakdown by age
% 70 7.0
APPENDIX A2
ACTIVITY
ACTIVITY 60
SUMMARY. TALENT
SUMMARY. TALENT
MANAGEMENT 6.0
MANAGEMENT
50
5.0
40
51 20 19 9
30
4.0
20
3.0
10
0 2.0
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
31 to 40 years old Up to 30 years old 41 to 50 years old Over 50 years old

Hours per employee Investment in training (over total personnel costs)
-
TABLE OF
CONTENTS
-
INTRODUCCIÓN
E VA LUAT I O N In 2017, the training assessment Overall training assessment
OF THE TRAINING and measuring system has been -
The overall evaluation, in terms consolidated to include the Return
01
TALENT
of training, for 2017 stood at 8.3. of Investment (ROI) calculation. 8.50
MANAGEMENT
MODEL The system contemplates different 8.30
The training evaluation takes into parameters: satisfaction with the 8.25
8.10
02 account the feedback received training, acquired knowledge and its 8.00 8.00
OUR CORPORATE
UNIVERSITY
from attendees after the course applicability, and the impact of the
8.00 7.90
MODEL - RED 7.80 7.80
ELÉCTRICA 7.70
GROUP CAMPUS. has finished. training. This allows the overall ROI
TRANSFORMING 7.75
7.60 7.60 7.60
THE WAY WE
MANAGE TRAINING and the ROI per programme to be
On occasion, an impact calculated. The ROI estimations in 7.50
03 assessment is performed but 2017 have shown an upward trend

TRAINING
& DEVELOPMENT
PLAN
only for specific courses. This resulting in an ROI of 25 %. 7.25
assessment measures whether

7.00
the student has directly applied
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
04 what they have learned and if it MAIN TRAINING
TRAINING
& DEVELOPMENT helps to carry out their duties A N D D E V E LO P M E N T
PROGRAMMES
and responsibilities in their job. AC T I O N S I N 2 0 17
∫ In 2017, the design of the corporate
Return of Investment (ROI)
The average satisfaction level university model 'Red Eléctrica
APPENDIX A1
TRAINING
-
& DEVELOPMENT for the courses given stands Group Campus' was completed as a
PLAN
at 8, achieving an impact platform for the deployment of the 0.30
assessment score of 7.7. strategy, values and culture of the 0.25
0.20
APPENDIX A2
Red Eléctrica Group.
ACTIVITY
ACTIVITY 0.10
SUMMARY. TALENT
SUMMARY. TALENT
MANAGEMENT
MANAGEMENT
∫ In 2017 the construction of the new 0.00
-0.08
Average score of training and learning facilities of -0.10
evaluations - courses the ‘Red Eléctrica Group Campus’ in -0.20
conducted Tres Cantos have been completed. -0.30

- -0.40
-0.40 -0.44
∫ specialised training course on
A -0.47
IMPACT ASSESSMENT 7.7 project management in accordance -0.50
SAT I S FAC T I O N E VA L U AT I O N 8.0 with the ISO 21500 standard has -0.60
been completed. 2013 2014 2015 2016 2017
2.0 4.0 6.0 8.0 10.0

-
TABLE OF
CONTENTS
-
INTRODUCCIÓN
∫ Practical training courses ∫ T he Pool of PoTential
continue in electricity substations Programmes have been
using actual equipment that is continued for specialist
01
TALENT
temporarily offline for training technical positions and Heads
MANAGEMENT
MODEL purposes. of Departments. Similarly, the
third edition of the Pool of
02
OUR CORPORATE
∫ Actual hands-on training has PoTential - Technical Specialists
UNIVERSITY
MODEL - RED been carried out in Company has had 27 participants in the
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
facilities, between control centre programme.
THE WAY WE
MANAGE TRAINING operators and operators who
in the future will manage local ∫ T he deployment of the Knowledge
03 operation in substations. Management Model has been
TRAINING
& DEVELOPMENT
PLAN
continued with actions and tools
∫ Language training has moved proposed in the White Paper on
to an on-line/virtual format, Knowledge Management.
04 thanks to 2.0 technology,
TRAINING
& DEVELOPMENT replacing almost all of the ∫ T he second edition of the Pool ∫ In regard to the development ∫ Regarding training on
PROGRAMMES
classroom-based training. of Experts Programme has taken of skills and competencies, Sustainability, elements related
place, with 315 hours of training 8 roadmaps have been launched to human rights have been
APPENDIX A1
∫ A new Induction and Integration given for the acquisition of skills aimed at improving the included, and managerial and
TRAINING
& DEVELOPMENT programme has been aimed at the dissemination results obtained in employee non-managerial staff from the
PLAN
consolidated, to significantly of knowledge in the workplace. performance appraisal. Company have participated.
strengthen the importance
APPENDIX A2
of the role of ‘mentor’.
ACTIVITY
ACTIVITY
SUMMARY. TALENT
SUMMARY. TALENT
MANAGEMENT
MANAGEMENT
∫ In 2017, 100% of the management
team took part in the LideraT In 2017, the design of the corporate university
programme, which includes four
development spaces: Inspiration model 'Red Eléctrica Group Campus' was completed
Moments, Exclusive Moments,
Communication Skills,
as a platform for the deployment of the strategy, values
Leadership Roadmap. and culture of the Red Eléctrica Group. The new training
and learning facilities at the Campus are currently in use.
-
TABLE OF
CONTENTS
Recognition
-
INTRODUCCIÓN
01
TALENT
MANAGEMENT
MODEL
02
OUR CORPORATE
UNIVERSITY
MODEL - RED
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
THE WAY WE
MANAGE TRAINING
03 P E R F O R M A N C E A P P R A I SA L The employee (belonging to the emerging from the appraisals are

TRAINING Performance
& DEVELOPMENT In 2017, the performance appraisal Collective Bargaining Agreement) and Flexibility and the Global Business
PLAN appraisal system
model has been implemented, Rating (from 1 to 5) the management appraisal results Vision in the case of employees,

following the criteria set in the are presented in the following graphs. and Change Management and Team
relational framework for REA (Peru), 1. ‘Global Process’ 4.03 The resulting areas for improvement Management in the case of managers.
04
TRAINING
& DEVELOPMENT and the implementation has also 2. ‘Evaluation factors’ 3.62
PROGRAMMES
been planned for 2018 in REDENOR 3. ‘Strengths and areas 3.71
for improvement’ Employees under the Collective Bargaining Agreement
(a subsidiary in Chile in which Red and management appraisal results
4. ‘Looking forward and 3.79
APPENDIX A1
Eléctrica has a 70 % shareholding). consolidation’ -
TRAINING
& DEVELOPMENT 5. ‘Individual Professional 3.41
PLAN
The Human Resources Management Development Plan’
RESULTS OF THE APPRAISALS RESULTS OF THE APPRAISALS
area, with a view to continue 6. Opinion’ 4.35 OF EMPLOYEES OF THE MANAGEMENT TEAM
improving in terms of personal 7. ‘Information regarding 3.67
APPENDIX A2 my performance’ Teamwork Team
ACTIVITY
ACTIVITY
SUMMARY. TALENT
SUMMARY. TALENT development, has created a management
MANAGEMENT
MANAGEMENT 8. ‘My evaluator’s 4.02
questionnaire so that all employees performance’
Commitment Initiative
evaluated can give their opinion Overall Average 3.83 Strategic
Stakeholder
management
on the performance appraisal vision
system. Analysis of the results of

this questionnaire, which is entirely
confidential, is useful in terms of Global
Competencies by
business
Organisational
assessing the quality of the process. Family
vision
The results from the latest survey
Flexibility Continuous Change Conflict
regarding the performance appraisal improvement management management
system were (on a scale of 1 to 5):
-
TABLE OF
CONTENTS
-
INTRODUCCIÓN
During 2017, a review of the ∫ 2 key cross-cutting skills:
assessment model was conducted, Knowledge, skills and attitudes Assessing the 'HOW'
which is committed to promoting necessary for the business,
Key skills Key skills Key skills
01
TALENT
a culture of development for reflected in the behaviour and Non-directors Cross-cutting Directors
MANAGEMENT
MODEL professionals and teams, which ways of working and defined by the
guides and motivates the continuous Human Resources Department.
02
OUR CORPORATE
improvement of its performance
UNIVERSITY
MODEL - RED and which drives the evolution of ∫ 4 key skills by role: Knowledge, • Knowledge • Collaboration • Leadership development
ELÉCTRICA
GROUP CAMPUS. the Red Eléctrica Group. skills and attitudes of exclusive management • C hange management • Impact and influence
TRANSFORMING
THE WAY WE
application to a functional scope • I nnovation and • Business development
MANAGE TRAINING
continuous improvement
The new aspect which is most or specific position. • Benchmark regarding
• Initiative the values of
03 noteworthy is that of the so-called
TRAINING • Communication the Red Eléctrica
& DEVELOPMENT
PLAN
'key skills' (a total of 6 will be
• P eople management • Team development
evaluated):
• P lanning and organisation • Transformation and
• C ustomer focused innovation
04
• P roblem analysis and • S takeholder management
TRAINING
& DEVELOPMENT New Performance Appraisal Model
PROGRAMMES making decisions • Strategic vision
APPENDIX A1
TRAINING
Information regarding
W H AT ?
& DEVELOPMENT
PLAN
the results achieved on an
(Contribution) individual basis throughout
the year. The revision of the appraisal
APPENDIX A2
ACTIVITY
ACTIVITY
SUMMARY. TALENT
SUMMARY. TALENT
MANAGEMENT
MANAGEMENT
model has given rise to
the so-called 'key skills', two
cross-cutting skills and four
Replace the old competencies.
HOW? Now six key skills are key skills per role. It is about
(Key skills) assessed (2 cross-cutting
and 4 by role). knowledge, skills and attitudes
developed in the workplace.
-
TABLE OF
CONTENTS
A clear
INTRODUCCIÓN
T E A M I N T E G R AT I O N
AC T I O N S
commitment to Taking the responses obtained
from the last climate and
the promotion
01
TALENT
MANAGEMENT
MODEL engagement survey carried out
02
and development as our starting point, we have
been able to continue with team
OUR CORPORATE
UNIVERSITY
MODEL - RED
ELÉCTRICA
of the people integration projects with the aim
GROUP CAMPUS. of improving the work climate
working for the
TRANSFORMING
THE WAY WE
MANAGE TRAINING in some organisational units.
03
TRAINING
Company. ∫ Creation, activation and
& DEVELOPMENT
PLAN
development of high-performance
work teams.
04 A cohesion and integration plan INTERNAL PROMOTION of department and 50 % of

TRAINING
& DEVELOPMENT has been developed that is cross- In 2017, 100 % of the appointments director positions were filled with
PROGRAMMES
cutting in nature, aligning personal in the Company to managerial participants from the Pool of
and departmental interests positions were covered by internal PoTential programmes.
APPENDIX A1
with the global interests of promotion. 92 % of the new heads
TRAINING
& DEVELOPMENT Red Eléctrica.
PLAN
This plan seeks to promote

integration among teams, increase
APPENDIX A2 HIGH DEVELOPMENT
ACTIVITY
ACTIVITY
employee engagement with
SUMMARY. TALENT
SUMMARY. TALENT
MANAGEMENT
MANAGEMENT PERFORMANCE OF TEAMS
Company values and culture and
develop workforce commitment
in favour of a common goal.
126 18
126 people have taken part in
18 actions in 2017.
PARTICIPANTS ACTIONS
-
TABLE OF
CONTENTS
-
INTRODUCCIÓN
Within the LideraT Programme,
in 2017, 22 personalised actions
have been launched to support
92%
01 the integration and transition of POOL OF
TALENT
POTENTIAL
MANAGEMENT
MODEL people who have taken new or
PROGRAMME
different managerial positions OF NEW
02
OUR CORPORATE
in Red Eléctrica. These actions HEADS OF
UNIVERSITY
MODEL - RED have made it easier to implement DEPARTMENT
ELÉCTRICA
GROUP CAMPUS. changes in the organisational
100% 50%
TRANSFORMING
THE WAY WE
MANAGE TRAINING structure of the Company.
03
TRAINING THROUGH OF NEW
& DEVELOPMENT
PLAN INTERNAL DIRECTOR
PROMOTION POSITIONS
LIDERAT
04
TRAINING
2017 PROGRAMME
& DEVELOPMENT
PROGRAMMES
Integration
and transition APPOINTMENTS TO
of people to
22
APPENDIX A1
TRAINING
& DEVELOPMENT THE MANAGEMENT
PLAN
managerial TEAM
positions SUPPORT
ACTIONS 2017
APPENDIX A2
ACTIVITY
ACTIVITY
SUMMARY. TALENT
SUMMARY. TALENT
MANAGEMENT
MANAGEMENT
In order to improve the work climate in some organisational units,

team integration has been achieved through the creation, activation and
development of high-performance work teams, aligning personal and
departmental interests with the global interests of Red Eléctrica.
-
TABLE OF
CONTENTS
Talent Management: 'Our priority'

-
INTRODUCCIÓN
Main 'Challenges 2018'

01
TALENT
MANAGEMENT
MODEL
02
OUR CORPORATE
UNIVERSITY
MODEL - RED
ELÉCTRICA
GROUP CAMPUS.
TRANSFORMING
THE WAY WE
MANAGE TRAINING
03
∫ Consolidate the Corporate University ∫ Consolidate the mobility model ∫ Deploy the Knowledge ∫ Start the training of Operators
TRAINING
& DEVELOPMENT
PLAN
model ‘Red Eléctrica Group Campus’. as a lever for professional Management Model. responsible for Local
development. operations in substations
∫ Design the contents that will ∫ Design an innovative cooperation in 66 kV bays.
04 constitute the teaching material ∫ Implement a new performance programme with the education
TRAINING
& DEVELOPMENT in the Dual FP programme, evaluation model that promotes sector, vocational training (FP) ∫ Start the training for the local
PROGRAMMES
responsibility of the Red continuous improvement and centres, universities and schools. operation of substations,
Eléctrica Group. facilitates communication between through the modules designed
APPENDIX A1
evaluators and those evaluated. ∫ Encourage technological innovation with the latest technology in
TRAINING
& DEVELOPMENT
∫ Implement the new performance to serve as a tool for learning and virtual reality (VR).
PLAN
assessment model based on the ∫ Evolve the leadership model professional development: new
definition of the new key skills. according to the new strategic cases to be used in simulators
APPENDIX A2
challenges and the transformation and new virtual courses.
ACTIVITY
ACTIVITY
SUMMARY. TALENT
SUMMARY. TALENT
∫ Deploy the technical training plan of the Company.
MANAGEMENT
MANAGEMENT
designed for the Information
Systems and Technology Area to ∫ Provide the necessary technical-
support the cultural transformation training support to guarantee that
process of the unit. the service restoration simulation
∫ Carry out the dissemination

drill of the Balearic Islands
electricity systems is executed
Our main challenge:Continue to
actions that accompany the digital maintaining the criteria of safety, develop the talent of the Professionals
transformation process of the quality and efficiency.
Red Eléctrica Group. of the Red Eléctrica Group.
Published by English Translation by
RED ELÉCTRICA Wayman English International
Paseo del Conde de los Gaitanes, 177 www.waymanenglish.com
28109 Alcobendas (Madrid)
This English version is a translation of
www.ree.es the original and authentic Spanish text found
in the 'MEMORIA GESTIÓN DEL TALENTO 2017',
Publishing coordination originally issued in Spanish. In the event of
Communication and discrepancy, the original Spanish language
Corporate Image Department version shall prevail.
Technical management
Talent Management Department
Graphic design and layout

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estudio@dis-n.es

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20 TALENT

• Dual FP Programme • InTegra Programme

• Thabla Programme • Enlace Programme

• AseguraT Programme • Mobility Programme

03 We are immersed in a context

TALENT MANAGEMENT MODEL

Talent Management Model

03 A key element within the

ELEMENTS THAT RED ELÉCTRICA HAS AVAILABLE TO MANAGE TALENT

as a benchmark and methodological approach,

Communication Previous Main training Collaborative Assessment

Measuring for continuous

Talent Level 1 Level 2 Level 3

OUR CORPORATE UNIVERSITY

MODEL - RED ELÉCTRICA GROUP

CAMPUS. TRANSFORMING THE

Red Eléctrica Group Campus - Our Corporate

University model. Transforming the way

RED ELÉCTRICA GROUP 1 2 3 4

Communication Plan has been Training Simulator (OTS) in order

Business Knowledge and

Training and Development Plan

Through Aul@REE an extensive

TRAINING AND DEVELOPMENT

Training and Development

03 The existing range of training ∫ A

∫ CapaciTa Programme ∫ InTegra Programme

∫ Thabla programme ∫ Training on Sustainability

03 The technical training programme ∫ Training targeted at employees

∫  acilities maintenance experts.

DUAL (FP) PROGRAMME – Advanced Qualification

training that aims to provide people Station Technicians.

- DUAL (FP) PROGRAMME – Advanced Qualification for Power Station Technicians

- DUAL (FP) PROGRAMME – Advanced Qualification for Power Station Technicians

A process of collaboration between the education system

Total hours of training 1,620 1,200

W H AT A R E YO U G O I N G - Planning, verification, preparation NEW CONTENT ∫ C21 Works in confined spaces.

Programme for the Development

The Talent Management Department WHO IS IT FOR?

W H AT A R E YO U G O I N G ∫ Team coordination. Additionally, in 2017, a training ∫  romote the development of

the next version

information and 3. Initiative

SUSTAINABILITY CRIMINAL RISKS

training roadmaps and activities adapted to each

WHO IS IT FOR? W H AT A R E YO U G O I N G ∫ T echnical sessions which include

and professional interests is offered.

term, enhancing the skills of share relevant information about

On the other hand, noteworthy I N T E R N AT I O N A L M O B I L I T Y The 2018 Mobility Action Plan

Pool of ExperTs PROGRAMME

Continuous STRATEGIC VISION

Pool of PoTential PROGRAMME

Deployment of Knowledge Management initiatives

INTEGRATION Integration Sharing

levers for growth: young talent, graduates or advanced vocational

TRAINING & DEVELOPMENT PLAN

01 TRAINING COURSE COURSE TRAINING TRAINING

Continued on next page

TRAINING & DEVELOPMENT PLAN

01 TRAINING COURSE COURSE TRAINING TRAINING

Continued on next page

TRAINING & DEVELOPMENT PLAN

01 TRAINING COURSE COURSE TRAINING TRAINING

∫ CapaciTa Programme ∫ InTegra Programme

∫ Thabla programme ∫ Training on Sustainability

03 The technical training programme ∫ Training targeted at employees

∫ acilities maintenance experts.

W H AT A R E YO U G O I N G - Planning, verification, preparation NEW CONTENT ∫ C21 Works in confined spaces.

W H AT A R E YO U G O I N G ∫ Team coordination. Additionally, in 2017, a training ∫ romote the development of

WHO IS IT FOR? W H AT A R E YO U G O I N G ∫ T echnical sessions which include