Express the commitments and goals of our human rights policy.
Explain the work plan as part of Due Diligence in Human Rights.
Respond to comments or requests for information.
Human rights
Human rights
Human rights due diligence in renewable energy projects
Human rights due diligence in renewable energy projects
Our Low-Carbon Generation (LCG) business, aligned with the commitment to act with Due Diligence in Human Rights, incorporates, within its project management process, the identification, prevention, and mitigation of impacts of the activity in terms of human rights, and works on the social integration of these in the areas of operation.
Systematically, in the projects, prior to the start of the human rights impact assessment, informative meetings are held with local authorities and other stakeholders where the commitments of our policy and how these are conveyed are made known, at the local level, in a due diligence process to manage, in a participatory way with the community, the impacts and social opportunities. The community engagement sessions are held with the participation of the project manager, the social management area of Repsol renovables, and an expert consultant in social management who will act as a liaison in the area during the different phases of the project, in other words, during the development, construction, or operation, as appropriate.
As part of this due diligence process, we have carried out the following major actions:
- Completing a participatory assessment on Human Rights Impacts that includes a social baseline.
- Identifying stakeholders and engagement plan with each one of them.
- Identifying impacts in a participatory manner with the community.
- Defining impact mitigation measures together with the communities.
- Designing a Local Development Plan aligned with the impacts evaluated in the study that respond to the needs of the residents.
City councils and local associations participate throughout the process and their comments have been taken into consideration in order to increase the possibility of improving the process.
1) Initial meetings of our team with primary stakeholders in order to:
2) Collect information
Compile and analyze documents internally in order to prepare a social baseline study.
3) Visits to the project's area of influence and in-person interviews with relevant players
Identify potential social impacts and understand how these impacts are perceived by the communities.
4) Participatory workshops with the community
The impacts identified are assessed in multi-disciplinary workshops at the city councils. Measures to mitigate negative impacts and enhance positive ones are proposed.
The local population's needs are analyzed along with the communities, and depending on the impacts defined, social investment strategies are identified that, once validated by the team and receiving communities, would become part of the Local Development Plan.
5) Open session with communities to validate results
The results of the assessment and mitigation measures are shared and validated in joint sessions for all affected municipalities or in individual meetings, depending on the context and taking into account the preferences of the local authorities. Attendees enrich the identification and assessment of impacts and the design of mitigation measures with comments and proposals. In the Jiloca cluster, for example, a local forum was chosen to which the community of the different municipalities in the area of influence of the project was invited to look for measures that would enhance the holistic development of the area. In the Cerrato cluster, on the other hand, it was decided to hold specific meetings in each locality.
6) Lessons learned
Considering the information collected during the interaction with the communities and the improvement options identified by the project team throughout the process, an internal lessons learned session is held, with the aim of making decisions to improve the activities of the Human Rights Due Diligence process, while incorporating the learnings into both the Business' project process and the global corporate guidelines.
The Local Development Plan is designed based on the results from the human rights impact assessment and on the proposals shared by the local agents and city councils.
The Plan seeks to promote the social opportunities identified and to maximize the impact of social investment by responding to real needs and improving the quality of life of the local population. Thanks to this approach focused on the community and efficient, sustainable social investment, we aim to become a development agent in the area.
The initiatives implemented, with the prior approval of the municipalities, are part of our sustainable development promotion lines, which promote the well-being and socio-economic growth of each of the regions.
Below are the main areas of social investment:
Strengthening community capacities and knowledge
Employment and local business development
Increased access to energy
Preservation of local environment
Development of shared local infrastructures
Heritage and culture
- Likewise, a communication strategy is designed with stakeholders and the general public using different channels as suggested by the local agents themselves to maintain a transparent and fluid relationship, promoting constant dialogue.
- Follow-up meetings are also held with stakeholders to ensure that activities are progressing properly and that goals are being met.
We work hard for our activities to be accepted in the region. For example, in terms of land use, we prioritize negotiation with landowners in advance by striving to establish satisfactory agreements for both parties.
We design and implement a Stakeholder Engagement Plan in collaboration with key stakeholders in the area.
In-person meetings are organized with the identified stakeholders to explain the company's commitments, objectives, methodology, and phases of the participatory impact assessment and social development plan. Also, communication channels and the frequency of the meetings are agreed upon with them, and any questions they may have are answered.
Likewise, the sources of information are shared so they can be permanently informed about the activities of the project or asset, impact management, and other social management activities. In some projects, for example Frye or Jicarilla in the United States, we have our own website with detailed information on the phases of the project and the environmental impact assessment studies.
Examples of sources of information available to our stakeholders:
- Global website or local websites.
- Information in paper, such as posters or leaflets in those places deemed necessary.
- Information points in early phases to share more details of the proposed project.
- The community liaison officer is a person who works in the most sensitive locations so that the information is accessible to everyone and establishes effective and agile communication channels with the community, adapted to each context.
Grievance mechanisms
Grievance mechanisms
As part of our commitment to maintain dialogue, and in line with our social and environmental standards, we have implemented a mechanism so that everyone who interacts with Repsol Renovables can submit any concerns, suggestions, requests, or complaints about the company's projects.
As with all renewable energy projects, communication channels are made available throughout the entire life cycle to all stakeholders to address their complaints and to enable them to express their concerns as well as request information without fear of retaliation. The design of these channels is carried out with the participation of the community and local authorities, according to the needs of each of the regions.
We have social consultants who support us in engaging with stakeholders and also implement and monitor the initiatives established in the Local Development Plan, approved by Repsol and the local authorities of each municipality, which includes the necessary activities to monitor the mitigation measures agreed with the communities throughout the life cycle of the asset and its effectiveness.
It is critical to respond quickly and effectively to any complaints that may arise. For example, during the construction phase there may be damage to roads or plots that need to be detected and repaired as soon as possible and the project managers on the ground are in constant communication with the community and can attend to and implement the necessary measures to diligently remedy these types of situations.
This continuous engagement allows us to learn in order to improve. For example, in Repsol's first renewable energy projects, social management and expert engagement activities began once the environmental impact assessment had been approved by the environmental authorities, but it was detected that it was necessary to incorporate expertise in terms of community relations and human rights in previous phases, accompanying project managers from the initial phases of the projects, in other words, prior to public information.
In addition, we have strengthened our Due Diligence process during the acquisition of renewable energy projects and assets by adding the participation of human rights experts from the early stages.
We want to hear from you
Tell us about any concern, suggestion, request, or grievance regarding our renewable energy projects.
Actions with social impact
Actions with social impact
Below, we share some of the initiatives we have carried out within the framework of the implementation of the Local Development Plan in assets in Spain, which reaffirm our commitment to promote the development of the region and be good neighbors.
- FERCAM 2025 FERCAM 2025
- Workday on photovoltaic energy at Sigma Workday on photovoltaic energy at Sigma
More than 600 people visited the Low-Carbon Generation stand at FERCAM 2025, where informative workshops on photovoltaic energy, sustainability, and local development were offered, in a meeting space with the citizens of Manzanares (Ciudad Real), a municipality that is home to our Kappa photovoltaic project.
Children's workshops were held such as the construction of wind turbines, the creation of solar cars, seed planting and dynamics on climate, carbon footprint, and creative recycling, as well as activities for adults focused on reading and interpreting the electricity bill, the creation of local energy communities, and the introduction to regenerative agriculture practices.
The participation in FERCAM 2025 has been an opportunity to strengthen the relationship with the rural environment and share, in a close and educational way, renewable energies, the work we carry out in Manzanares, and our integration with the region.
We held the "Conference on photovoltaic energy: challenges and opportunities for sustainability" in Torrecera (Local Autonomous Entity of Jerez de la Frontera).
For the Sigma project, since 2024, we have led the implementation of socio-economic impact initiatives for the population of Torrecera, highlighting the integration of access to clean energy and the contribution to the adaptation and mitigation of climate change.
A visit was made to the Sigma photovoltaic park, which was attended by personnel from Torrecera Town Council, the Rural Development Group of Campiña de Jerez and the Northwest Coast of Cadiz, and residents of the municipality.
The attendees learned about how the installation works and the safety and environmental protection measures that have been implemented, focused on the restoration of habitats, the conservation of protected species, and the promotion of biodiversity. At Sigma, pastures, drinking fountains, feeders, ponds, nests, and shelters have been installed to promote coexistence with the flora and fauna of the area.
This initiative is in addition to the other social activities we are carrying out in the municipality, such as training for job placement, promoting natural, cultural, and archaeological heritage, and workshops on climate change adaptation and the circular economy.
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Updated as of September 2025.