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Annual Employee Survey
Alternative Work Arrangements
Enbridge has recognized the critical interplay between
workplace flexibility and productivity, employee engagement
and long-term commitment to the organization. In the tight
labour market conditions under which we currently and will
likely continue to operate for the next few years, attracting
quality candidates is becoming more and more difficult. To
attract top talent and assist employees in fulfilling their
multiple responsibilities at work, home and in the
community, Enbridge has embraced the following alternative
work arrangements: variable work hours, compressed work
week, and regular part time.
Introduced widely throughout the organization this year,
the initial uptake has been very positive. Enbridge expects
to maintain flexible work arrangements and monitor the
success of this program in achieving both business and
employee benefits.
As a central component of Enbridge’s commitment to our people, the annual Employee Perspectives Survey offers a dedicated channel for communication to our employees. Through the use of a Companywide employee engagement survey, Enbridge annually invites employees to contribute feedback and their perspectives through a confidential third-party-supported survey process. The project is a focused initiative through which Enbridge leaders apply and integrate insights gained from employee input into their daily management of their organizations and their deployment of programs and practices. On an ongoing basis, leaders monitor and communicate their activities in support of enhancing our employee engagement and delivering against our People Strategy.
Perspectives 2006 Employee Engagement Survey – Key Results
- Participation in the confidential survey was very high, with 81 per cent of Enbridge employees across all business units participating. Hewitt Associates administered the survey.
- Enbridge’s employee engagement score exceeded the North American average and, in some business units, exceeded the benchmarks of “U.S. High Performing Organizations” and Canadian “Best Employers”.
- Engagement scores in the leadership population continue to be very high. This is an important pre-condition for maintaining and positively influencing employee engagement.
- Organizational reputation, organizational ethics and integrity continue to be key strengths as reported by Enbridge employees.
- Challenging work and the enjoyment of day-to-day roles continue to be strong sources of engagement as reported by Enbridge employees.
- Key areas for continued focus and action are the management of performance, employee recognition and the communication of career opportunities.
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