Juan Carlos Calatrava, manager of the Puertollano plant: "We have to adapt to continuous changes"

^{Juan Carlos Calatrava, gerente de la planta de Puertollano}

With almost two decades of experience at Repsol, Juan Carlos Calatrava has evolved together with the Repsol plant in Puertollano (Ciudad Real). From this facility, which supplies more than 70 countries, he leads a team of over one hundred people at a crucial moment for the industry: the energy transition and digitalization. In this interview, the manager details the challenges, opportunities, and strategies that will shape the future of the global lubricants business.

What did your career path look before becoming manager of the Repsol plant in Puertollano? What attracted you the most to the opportunity of running this plant?

I started almost 20 years ago at Repsol, going from different areas and developing my professional career mainly within the lubricants factory in Puertollano. A little under two years ago, when I was head of the factory's production area, I had the chance to continue developing and become the manager. I couldn’t pass up this great opportunity, which allows me to have a more strategic vision of production and the challenge of leading a great team with over one hundred people working daily in the factory.

What are your main responsibilities as a manager? 

My main responsibility, and that of each and every one of us, is safety; in other words, that people and facilities are and are operated safely, focusing on the anticipation and prevention of serious accidents. Everything else can be built on. 

In addition to being very aware of the "low lights" (i.e., all the day-to-day operations: manufacturing high quality product, guaranteeing the level of service to the internal and external customer, compliance with objectives and budgets, etc.), I believe that in my position it is essential to use the "high-lights". In this way, we ensure that the right path is followed (aligned with the company's strategy) and we can anticipate any situation, improving productivity and efficiency, which are the guarantee of the future; especially now, that we are in the midst of a transformation process. And I have an exceptional team for all this, both technically and personally. 

What do you enjoy most about your job? What has been the biggest learning curve?

Even though I’ve been manager for almost two years now, learning is on-going. Every day new challenges come up which always keep you on your toes. I have had the chance to work with many different people, both managers and collaborators who have always taught me so many interesting things. I don’t want to highlight, at least here, any of them, but I can assure you that I have learned from all of them, and I continue to do so every day.

What skills or aspects of your training and experience do you consider essential to perform your current role?

Today, beyond technical, financial knowledge or the ability to solve operational problems, which can be achieved through training or experience, I believe that "soft skills" are essential, which allow us to build the relationships necessary to achieve success, not only professionally but also personally. In this regard, the training that Repsol provided me for the management and leadership of production a few years ago, which I am currently updating, was a great help.

What role does the Puertollano plant play in Repsol's lubricants business? What characteristics set this this plant apart from other similar facilities?

The Puertollano plant is very important for the lubricants business. In fact, it is the only one located in Spain, although we have others scattered around the world (Mexico, Indonesia, Singapore, and the recent incorporation of the Philippines). From Puertollano, we manufacture and package all the lubricant for the national market, as well as for more than 70 other countries. I would highlight, among many other characteristics, operation knowledge, the result of decades of experience and the level of automation and flexibility of the plant.

What are the main challenges and opportunities facing this facility in the coming years? 

The main challenge, in which we already find ourselves, both the factory and the entire company, is transformation and digitalization. The factory has to take another leap forward to optimize the resources available to us and achieve the required service levels. Increased productivity is essential in adapting the operation to the need of manufacturing increasingly smaller batches for our wide range of products. For all this, there are already several projects underway (control system, sequencing) and other very interesting proposals that already incorporate technologies such as artificial intelligence. 

What role does innovation play in operations?

Innovation plays a crucial role in the operations of any organization, and even more so in a company like Repsol. Our factory cannot be left behind in a constantly changing environment, because innovation allows operations to be carried out more safely and efficiently, critical factors within a business as competitive as lubricants.

How does the plant adapt to changes in energy transition?

First of all, it has been necessary to train and raise awareness of all people in our goal of net-zero emissions by 2050. So, everyone from their position can do their bit to help achieve this common goal, applying best practices or generating proposals. From there, making the operations more efficient and relying on certain investments, such as the photovoltaic installation we already have, the factory is achieving the milestones set to contribute to this important and necessary transition.

How do you see the future of the lubricants industry and Repsol's role in that process?

The future of the lubricants industry is marked by innovation and sustainability. It is a very competitive market that is increasingly leaning towards more specific products, which increases the complexity of our operation. Repsol always has great foresight to define the necessary strategy and plans.