Policy
The Enbridge People Strategy
Based on our belief that people are and will forever be the basis of our success, Enbridge has adopted a People Strategy to proactively and deliberately manage the employment relationship through a set of enterprise-wide principles.
The People Strategy represents the articulation of the guiding principles that are the foundation of policy, program, practices, and due diligence within Enbridge and is consistent with the Enbridge governance structure.
These principles will be applied across the enterprise while empowering business unit discretion in implementation.
The Enbridge People Strategy was adopted by the Corporate Leadership Team in July 2005 and was integrated into the 2005 Enbridge Strategic Plan.
Employee accountability – Enbridge employees have the responsibility and authority to guide and operate the business.
- Provide opportunities for employees to contribute to organization decision-making.
- Promote autonomy and decision-making at the most effective level.
Workforce planning and talent management – Enbridge actively invests in our people through workforce planning, talent management leadership development, succession planning and performance management.
- Proactively model and predict workforce requirements to ensure continuity of the workforce we need to achieve our goals and objectives, both now and in the future.
- Ensure effective communication processes to help employees understand and access our workforce plans.
- Strive to manage employees in a manner that supports the development of an individual to their full capability.
- Use our values and an individual’s attitudes, competencies, and experience to guide our decisions regarding hiring and career advancement.
- Invest in developing our employees.
- View employee development as a shared responsibility.
- Value and support broadening experiences and competencies that develop our employees.
- Develop effective leaders who will model our values and provide clear strategic and operating direction.
- Assess performance of supervisors to include development of employees as an expected requirement of leadership.
- Plan for orderly transitions in leadership and critical roles primarily through the early identification and development of talented internal resources.
- Manage succession planning for leadership and other critical roles through the development of our employees.
- Ensure leaders provide coaching and mentoring to facilitate employee performance development
- Ensure that senior leaders develop through cross-functional experience.
- Commit to establishing clearly-defined performance targets and objectives.
- Commit to providing open, honest and timely performance feedback to employees.
- Effectively manage employee performance.
Total compensation – Enbridge is committed to providing competitive total compensation that will directly contribute to our ability to attract and retain employees.
- We will balance the principles of equal pay for work of equal value with market forces to ensure competitive pay.
- Deliver total compensation programs that support the execution of business objectives and strategies.
- Design pay and benefits programs to be competitive with employers with whom we compete for talent. Performance at target means competitive pay; Performance beyond target means greater pay.
- Define and reward performance at the individual, team, business unit and corporate level.
- Create rewards programs that promote teamwork and individual accountability.
- Assess individual performance based on both results achieved and demonstrated behaviours.
- Provide ancillary benefits to assist employees with their individual work life balance choices and that demonstrate awareness of the differing needs of our employees.
- Offer all employees the opportunity to participate in incentive compensation plans.
- Design rewards programs such that leaders are accountable for delivering recognition and total rewards programs. HR provides programs, processes and policies to support this accountability.
Employee communication – Enbridge is committed to a culture of continuous open and frank communication.
- Effectively use communication to educate all stakeholders (at all levels of the organization) about the value of their relationship with Enbridge.
- Ensure transparency of communication with regard to our people practices and total rewards.
- Use communication tools that are easy to access and understand.
- Ensure that information and communication are accessible to all employees everywhere we operate.
- Ensure that communication is a component of all organizational change.
- Commit to keeping employees apprised of significant events that have potential impact.
- Commit to helping employees understand the relationship we have with our various stakeholders (i.e., customers, regulators, Aboriginal and Native American communities, suppliers, etc.).
- Communicate, through leadership, Enbridge’s strategic plan and assist employees in understanding the role they play in achieving it.
Work environment – Enbridge is committed to a positive and challenging work environment that facilitates employee performance, employee engagement and a culture of innovation.
- Provide the appropriate investment to achieve an optimized workforce design/structure.
- Strive to design work and an engaging work environment that provides employees with opportunities to achieve their full capability.
- Strive to ensure that our workplace and relationships will be characterized by mutual respect.
- Provide HR programs, processes and policies that respect the diversity of our workforce and the communities within which we operate.
- Provide a safe and healthy workplace.
- Promote a culture within our businesses that supports finding the work life balance required by individual orientation and choice.
- Promote teamwork across the organization.
- Ensure the processes, tools and support structures are in place to address workplace concerns.
- Govern our business and manage employees to effectively address operational demands and workload priorities.