This research was carried out in the Complex 26 July of the CIMEX Santiago Sucursal of Cuba with the aim of characterising organisational learning based on the organisational learning design proposed by Peter M. Senge. Qualitative methodology and ethnomethological method were used for the study of five indicators: personal mastery, mental models, shared vision, team learning and systemic thinking. The techniques used were the review of documents, the Organisation’s Evidence to Aprende, the in-depth interview with managers, the group interview and observation. The results obtained point to the use of various strategies and tools to ensure that learning takes place, although they are mostly limited to individual learning. There are also mental models and barriers that limit the development of learning, and the lack of shared vision and systemic thinking as learning strategies; in addition to the predominance of discussion as the main tool for conflict management and teamwork. Finally, there are organisational factors that enhance learning in the organisation.