Sustainability objectives

Emissions reduction

2030 targets 2025 targets achieved

• Reduce the Carbon Intensity Indicator by 25% ±1% versus the 2016 baseline.
• Reduce absolute emissions (Scopes 1 and 2) from operated assets by 55% versus 2016.
• Reduce the company's absolute emissions (Scopes 1, 2 and 3) by 20% versus 2018.
• Achieve a total reduction of 1 MtCO₂eq in Spain Refining, Peru Refining, Chemicals and operated E&P assets.
• Achieve a methane emissions intensity of 0.1%.
• Minimize routine flaring in operated E&P assets in line with the World Bank's Zero Routine Flaring by 2030 initiative.

• Exceeded the carbon intensity indicator (IIC) reduction target, achieving a 15.1% reduction vs 2016.
• Repsol achieved a 45.3% reduction in operated Scope 1+2 emissions vs 2016 thanks to energy efficiency.
• Repsol's total emissions were 184.7 MtCO₂eq, a 17.4% reduction vs 2018.
• The Strategy and Carbon Plan has exceeded the initially committed target, achieving a total reduction of 1.6 million tonnes of CO₂ eq.

Renewable generation

2026 targets 2030 targets 2025 targets achieved

• Increase self-consumption photovoltaic installations in Spain by 5% versus the previous year.

• Achieve 0.6–0.8 GWe of renewable hydrogen production capacity.
• Increase gross renewable power generation capacity to more than 10 GW.

• We advanced distributed generation solar communities by installing photovoltaic panels at customer sites, reaching 65 MW.
• The Bilbao (10 MW) and Sines (4 MW) electrolyzers are in final construction, and once approved, construction has started for Cartagena and Bilbao (100 MW) projects.
• We reached 5.9 GW of installed and operated renewable capacity.

Mobility

2026 targets 2025 targets achieved

• Install publicly accessible charging infrastructure to enable mobility.

• By year-end, 3,648 public charging points were installed in Spain and Portugal (795 more than in 2024).

Technology and Corporate Venturing

2026 targets 2027 targets 2025 targets achieved

• Launch four proofs of concept in the All4Zero innovation hub to drive decarbonization and circular economy technologies in industry.
• Expand and diversify industrial production routes for 100% renewable origin gasoline to support transport decarbonization.

• Maintain 65% of investment in low-carbon technology projects.

• Pilot-scale development tests of the Plastics2Olefins technology have been completed.
• In All4Zero we carried out five proof-of-concepts (PoCs) to validate innovative solutions for industrial sustainability.
• We achieved renewable fuel consumption values of 3.2 l/100km for the demonstrator vehicle under the WLTC approval cycle.
• We presented the first voluntary report of Repsol Corporate Venture Capital portfolio indicators to the UN Principles for Responsible Investment.
• Investment in technology projects classified in the plan as aligned with sustainability remained above 65%.

Circular economy

2029 targets 2030 targets 2025 targets achieved

• Build and commission the Tarragona Ecoplant to convert non-recyclable municipal waste into bioethanol and circular methanol.

• Promote the circular economy by collecting household used oil at our service stations.
• Boost the marketing of renewable aviation fuels.
• Reach 1.6–1.8 Mt of renewable fuels production capacity in the Iberian Peninsula.
• Reach 0.7–0.8 TWh of biomethane production capacity.
• Reach 125,000–146,000 t of circular or bio-based products incorporating alternative feedstocks.

• We started coprocessing at Petronor and A Coruña refineries, adding to the SAF production capacity already available in Puertollano, Tarragona and Cartagena.
• We acquired a stake in Iberowaste, a company focused on trading lipid waste, to gain structured, short‑term access to significant volumes of feedstocks that will supply our industrial complexes, and we signed a joint venture with Bunge to facilitate the incorporation and optimization of the different feedstocks required for our system.
• We achieved a new technological milestone by producing 100% renewable origin gasoline at industrial scale at the Tarragona complex.
• Sales of the Reciclex® range total 20,400 tonnes of polymers and monomers from mechanical and chemical recycling, bio-based products, polyols and circular styrene.
• Investment in the Tarragona Ecoplant has been approved. The plant will process up to 400,000 tonnes of municipal waste per year and convert it into 240,000 tonnes of renewable fuels and circular products.
• We collect used cooking oil at our service stations to treat it properly and turn it into biofuel. Since the start, we have collected over 195,000 liters at 793 stations in six regions.
• After producing the first batch of 100% renewable origin gasoline in Tarragona, rollout began, reaching 30 service stations in Spain.
• We reached a production capacity of 1.25 million tonnes of 100% renewable origin fuels.
• We progressed as planned toward biomethane capacity from organic waste, obtaining the Integrated Environmental Authorization (AAI) for the Vencillón and Llíria plants.
• Reciclex® production reached 25,137 tonnes, a 106% increase vs 2024.

Water

2026 targets 2035 targets 2025 targets achieved

• Define the company strategy on water, sanitation and hygiene aligned with the CEO Water Mandate.
• Update the Repsol Water Tool (RWT) as part of improving the water materiality analysis process.

• Achieve a 30% reduction in freshwater withdrawals from conventional sources for Iberian Refining and Chemicals sites.
• Achieve net-zero freshwater withdrawal from conventional sources at the Marcellus asset (the US).

• We updated the RWT methodology, aligning it with the water impacts, risks and opportunities analysis required by ESRS E2 and E3.
• We created Repsol's profile in the Water Action Hub and reported the R3volution project under the CEO Water Mandate's 100 priority basins initiative for 2030.
• We continue advancing measures to reduce freshwater withdrawal through leak detection and repair, efficient use in cooling towers and other processes, and operational/technological improvements to increase internal recirculation.
• We continue building three new tanks in Marcellus (the US) to increase water storage capacity and raise the recycling rate in processes.

Air, water and soil quality

2026 targets 2027 targets 2035 targets 2025 targets achieved

• Define action plans for managing and remediating soils or groundwater within less than 12 months.

• Validate pilot-scale ZLD (zero liquid discharge) processes for Puertollano effluent waters.

• Reduce air emissions of nitrogen oxides (NOx) by 30% versus 2018 at Iberian Refining and Chemicals complexes.

• We defined action plans for managing and remediating soils or groundwater within 12 months in 100% of cases.

Biodiversity

2026 targets 2027 targets 2029 targets 2030 targets 2025 targets achieved

• Promote and implement biodiversity management initiatives in our wind and solar parks in Spain.

• Have biodiversity action plans or equivalent monitoring and control plans for environmental vectors in operated assets.

• Prevent species mortality at the Torina and Urdón hydro plants.

• Help improve the conservation status of at least five threatened species.

• Development of a GIS platform was completed to calculate indicators on facility location vs protected areas and potential distribution of threatened species.
• We carried out READS analyses at all our facilities and used the results to prepare the LEAP analysis under TNFD criteria.
• We adapted our Consolidated Management Report to TNFD recommendations.
• We highlight the consolidation of two potential Bonelli's eagle pairs and increased area under stewardship to protect steppe birds.
• Within the technological and environmental renewal process at hydropower plants in Cantabria and Asturias, channel covering at Urdón and Torina plants has progressed by 20%.

Diversity and inclusion

2026 targets 2030 targets 2025 targets achieved

• Ensure at least 40% of permanent hires are women.
• Reach at least 36% female representation in leadership positions.

• Achieve gender representation at all organizational levels consistent with the company's overall representation.
• Achieve a consolidated culture of inclusion based on equity and non-discrimination.

• We have 505 employees with disabilities, above legal requirements, and renewed the INSERTA agreement with Fundación ONCE for the sixth time.
• We exceeded 41% women in the workforce: 42% in operations, 41% in technical roles and 35% in leadership.
• We manage talent with measures to reduce bias and support key people decisions.

Talent

2026 targets 2030 targets 2025 targets achieved

• Consolidate an attractive employee value proposition, with annual global voluntary turnover below 6%.
• Achieve at least 40% permanent hires of young professionals each year.

• Work to consolidate our positioning as an attractive employer in the sectors where we operate.

• We deployed the first Strategic Workforce Planning exercise, a milestone in implementing the discipline homogeneously to anticipate talent needs.
• We have defined and updated our job catalog and carried out a workforce planning exercise to anticipate long-term talent needs, incorporating the impact of new technologies.
• For the third consecutive year, we held third place in the Merco Talento ranking.

Health

2030 targets 2025 targets achieved

• Implement the holistic health and well-being program in all countries.

• We launched "SaludIA" in Spain, an AI solution to support early identification of cardiovascular risk factors.
• We carried out well-being and health programs in Bolivia, Brazil, Colombia, Spain, Mexico, Norway, Peru, Portugal, Trinidad & Tobago, the US and Venezuela.

Training

2026 targets 2030 targets 2025 targets achieved

• Promote professional development through training and awareness on environment, circular economy and the SDGs.

• Improve workforce employability through the training offering.

• We continue strengthening employee training and awareness on environment, circular economy and SDGs.
• We increased the training opportunities available at Repsol University with new courses in key areas for professional development.

Respect human rights

2026 targets 2027 targets 2028 targets 2030 targets 2025 targets achieved

• Build partnerships with local communities around the wind and solar parks we operate in Spain.

• Train all involved teams on the new Communities and Human Rights Relations Standard in all countries where Low-Carbon Generation operates.

• Implement the Action Plan to strengthen due diligence processes.
• Contribute to the socioeconomic development of local communities around our renewable assets through local development plans.

• Increase the average voluntary social investment linked to a just transition by up to 50% compared with 2021–2025.

• We worked with the US team to socialize corporate social-management standards and regulations for implementation in the country's renewable projects.
• Repsol ranks 4/105 in the Corporate Human Rights Benchmark ranking with an average score of 89.4/100, placing it in the top quartile.
• We fulfilled the scheduled activities to adapt the company's regulatory framework and processes for human rights due diligence.
• Throughout the year we improved the social approach by updating the internal framework and reviewing related processes.
• We completed the inventory of the activity chain defined by European regulations.
• 420 initiatives were developed in the countries where we operate, benefiting 289,000 people.
• Through local development plans, we implemented initiatives to promote cultural, socioeconomic and environmental conservation development in the area of influence of three operating solar and wind projects.

Supply chain

2026 targets 2027 targets 2028 targets 2030 targets 2025 targets achieved

• Maintain the integration of safety and environmental criteria in supplier management and high-risk procurement.
• Train and raise sustainability awareness among those involved in procurement and contracting processes.

• Roll out a Supply Chain Risk Management Model that includes ESG (Environmental, Social, and Governance) risks.

• Achieve re-certification to ISO 20400 Sustainable Procurement in the Low-Carbon Generation business.

• Drive actions to advance supply chain decarbonization.

• Since 2023, Repsol has joined a training program for SMEs in large spanish companies' supply chains. In Procurement, 96% completed Compliance training.
• We completed the conceptualization of risk domains for Environment, Cybersecurity and Data Protection.
• In the industrial business, we surpassed 50% of suppliers prequalified to perform activities with safety and environmental risk.
• In low-carbon generation, we promoted ESG (Environmental, Social, and Governance) plans with more than ten suppliers.
• Our contractors participate in all safety culture diagnostics and other actions to identify improvement areas.
• A decarbonization clause was included in at least 50% of tenders in businesses with the highest share of high-carbon-footprint raw materials.

Comprehensive Compliance Model

Lines of action

• Digitize Compliance processes in line with industry best practices.
• Drive excellence in Compliance models for our third parties and investees.
• Implement an integrated and systematized model to manage Compliance risks.
• Implement an internal AI tool for third-party analysis that incorporates integrity risk criteria.

Fiscal transparency

Lines of action Progress at year-end 2025

• Eliminate presence in non-cooperative OECD/EU jurisdictions and streamline the corporate structure.
• Ensure the application of good tax governance practices.
• Foster cooperative relationships with tax authorities.

• We eliminated more than 15 redundant entities in our corporate perimeter, located in 11 jurisdictions.
• We comply with GRI-207 and CSRD requirements, obtained Haz Fundación's three-star T seal for tax transparency, and renewed the Fair Tax Mark.
• We submitted the voluntary tax transparency report (IVTF 24) in Spain and voluntarily provided related-party transaction information, per the Code of Good Tax Practices.

Governance

Lines of action Progress at year-end 2025

• The Board of Directors will continue to drive sustainability by adopting best practices and creating long-term value for all stakeholders.

• We continued making progress in incorporating sustainability best practices.

Anti-corruption and fair competition

Progress at year-end 2025

• Under the Third-Party Due Diligence standard, we prepared integrity reports for third parties the company will engage with.
• With the development of our in-house solution RDD2, we advanced the digitalization of Compliance processes.
• Repsol Compliance has consolidated its transformation process, placing it at the forefront of innovation.
• Repsol updates its compliance risk map annually, assessing theoretical and qualitative risks by country, business and area.

Industrial and product safety

Lines of action Progress at year-end 2025

• Deploy the Life-Saving Rules across the company at all levels.
• Ensure there are no high-severity incidents in relation to the safety of the products marketed by Repsol.
• Implement the Process Safety Fundamentals.
• Consolidate the approach to preventing fatalities, permanent injuries and major accidents.

• We have had no high-severity incidents related to the safety of products marketed by Repsol.
• We continue promoting leadership as a key lever to improve safety performance, central to our safety model.
• We developed Report 810 - Human Performance (IOGP), providing guidance and application tools.
• We worked to improve incident potential assessment, enabling deeper investigation and higher-impact actions for learning.
• We conducted specific crisis and emergency management training at all organizational levels: Crisis Management Team, Business Support Team, and Incident Management Team.

Cyber-security

Lines of action Progress at year-end 2025

• Maintain and strengthen cybersecurity capabilities.
• Update and strengthen people and organizational capabilities to meet cybersecurity targets.

• We deployed more than twenty initiatives to mitigate the risk of an operations interruption due to a cyberattack.
• By deploying more than ten initiatives, we advanced toward mitigating the risk of a cyber incident in critical infrastructures.
• We advanced by deploying more than 20 initiatives to mitigate the risk of an information breach from a cyberattack.
• Ten initiatives were deployed, helping us keep people and organizational capabilities up to date to meet cybersecurity goals.