Enbridge energizes staff with opportunity and pride

Justin Cook has worked in a number of different positions in his 10 years at Enbridge Inc., and he believes that the opportunity to experience different roles is the reason why many employees remain at the Calgary-based energy infrastructure company for years, even decades.

“One of the members on my team has 40-plus years, and several others have 25,” says Cook, who started as an engineer and now manages a team that certifies operators in the field. “There are so many opportunities within the company – in business development, in the field, in buying and selling gas. You’re not siloed in one area; you can learn how the business works as a whole.”

Melissa Moye, Enbridge’s chief human resources and inclusion officer, agrees, adding that an equally important reason is that employees take pride in their roles to provide energy to communities.

“It’s an industry that flows through all aspects of life,” she says. “People see that connection, and that pride is a critical part of our culture and why people want to join and stay.”

Another important part of the culture at Enbridge is the respect for different voices that Cook says is felt throughout the organization.

“No matter who you are or what your background is, you feel welcomed and heard,” he says. “Focusing on diversity, inclusion, respect and integrity creates a huge breath of fresh air in an organization this vast. A lot of companies may be just numbers-driven, but Enbridge is also really good at making sure people feel valued.”

That includes providing a number of formal and informal ways for employees to advance their careers. “There’s never been a time when they’ve said no to a career objective,” says Cook. “If you want to get your MBA or another degree, they will provide support, working with you to see what would fit best with your career objectives.”

“We focus on career development in many ways,” says Moye. “There’s formal training, informal mentorship programs, sponsorships and curriculum that people can access at times that work for them, whether they’re in the office or out in the field. We’re also exploring innovative programs like Gig, a talent marketplace platform where employees can explore what it’s like to work in a different part of the company.”

Cook also appreciated the organization’s response to the pandemic. “Enbridge adapted really well,” he says. “They introduced hybrid options to work at home two days a week and shift your working hours to accommodate your needs.”

Moye points out that the pandemic response was challenging for an energy company.

“First priority was making sure all our employees were safe in the various ways they work,” she says. “That’s important because a large part of our workforce can’t work from home; they’re out making sure energy gets to the communities we serve. So it was taking care of our people while ensuring we could move fuel to where it needed to be.”

The response also included flexible hours, work-from-home programs and increased access to health services. “We have a total well-being strategy that focuses on mental, social, financial and physical health,” Moye says, “and programs where people can work individually or as team goals around those four components.”

“The whole package of opportunities, work-life balance, pensions and benefits and compensation is huge,” says Cook. “And our leaders take pride in providing the support we need.”

This article appeared in the magazine announcing this year's Canada's Top 100 Employers winners, published November 17, 2023 in The Globe and Mail. This article was prepared with the financial support of the employer, which reviewed but did not write its contents.

Enbridge’s clear vision drives staff engagement

There are a number of reasons why Hilary McQuair likes working for Enbridge Inc., but the main one is simple and straightforward.

“We know why we’re here,” says McQuair, who’s manager of regional services for Enbridge in the Athabasca and Fort McMurray regions. “We have a clear vision from our leadership about what we’re here to do – deliver reliable and safe energy – and we all know that our priorities are people, communities and what we’re doing for them.”

Melissa Moye, chief human resources and inclusion officer at the energy infrastructure company’s Calgary head office, would agree. “That starting point of purpose and pride contributes to the culture, and it’s why people not only stay, but stay in a highly engaged and productive way,” she says.

When it comes to career advancement, Enbridge employees have access to a range of programs, including formal and informal mentorships and various courses.

“They’re always changing up the programs and checking out what’s new and available, to stay current in professional development,” says McQuair. “We also have an annual individual development plan, which gives you a voice to say what you’re interested in and what your personal priorities are. And then your leaders can jump on board and support that.”

The company recently presented a discussion about Kim Scott’s best-selling leadership book Radical Candor. “I had recently read that book, so I loved the opportunity to have an info session about it,” says McQuair. “It was something completely different. Nothing is cookie-cutter here – there are lots of different options, and you can lean into what works for you.”

Moye points out that providing online training and courses is important when you have a workforce like Enbridge’s, which operates in diverse ways across the province, in offices and out in the field.

“Using technology to support learning and development is critical, because it means everyone has access to our curriculum, no matter how they work,” she says. “If they’re doing rotational shifts, they can still find times that work for them.”

McQuair is grateful for Enbridge’s flexible work schedule, which allows her to spend time with her family. “We have a work-from-home option, but I don’t take advantage of that because with three little kids at home it would be difficult,” she says. “Instead, I work nine-hour days and take every second Friday off, which has been great.”

As a woman working in what has traditionally been a male-dominated field, McQuair also appreciates the company’s efforts to support the advancement of female leaders.

“I’m the only ponytail in the room for sure,” she says with a laugh. “But we just did our first Women in Operations conference. I was on the committee for it, and we had over 70 women – frontline women who put their safety equipment on every day. It was great to see the women of different ages and what they’re doing in the company.”

McQuair says the conference was received very well, and will be held annually going forward. “It’s a passion of mine to speak up and make sure that women know that they’re welcome and that they have a place here.”

This article appeared in the magazine announcing this year's Alberta’s Top Employers winners, published January 30, 2024 in the Calgary Herald and Edmonton Journal. This article was prepared with the financial support of the employer, which reviewed but did not write its contents.

Diversity builds career development at Enbridge

Many organizations have introduced programs focusing on diversity, equity and inclusion (DEI) over the past few years, but Enbridge Inc. has gone further, establishing a unique initiative it calls The Human Library.

“It’s essentially a collection of stories about employees’ lived experiences,” says Jacqueline Bezaire, a senior advisor in the legal services department at the Calgary-based energy infrastructure company. “There are articles and videos where people talk about bias and their journeys to feeling included.”

Bezaire, who worked in human resources at Enbridge before moving to legal services, was featured in one of them. “I was born with no fingers on my right hand, and I spent most of my life hiding it,” she says. “It takes a lot of energy for someone like me to tell their story over and over, and by capturing it in a video we can share the message without continuing to ask people to put themselves out there.”

The videos are stored on the company’s intranet and viewable by all employees. “We encourage people to share them at meetings,” Bezaire says. “Mine was shared at an all-company forum, which was really impactful, as thousands of people had a chance to hear my message.”

The Human Library is just one of many programs Enbridge has established as part of its DEI efforts, according to chief human resources and inclusion officer Melissa Moye. “We’re committed to being what we call a first-choice employer,” she says. “We value diversity of thought and an inclusive way of working that brings ideas and creativity and innovation out of everyone.”

In fact, Moye says, the organization’s DEI programs actually work to support professional development and career growth for its employees.

“We have a formal structure of employee resource groups focused on ethnic and racial groups, women, Indigenous people, veterans, people with disabilities and LGBTQ+ staff,” she says. “And through them come mentorships, sponsorships and customized ways to advance training, leadership development and even benefit offerings, based on what we learn from these groups.”

Bezaire is the Canadian co-chair of Enbridge’s Diverse Abilities Network employee resource group. “Having all these different employee-led groups come together in a safe space, collaborate with each other and educate others about diversity is one remarkable way that Enbridge leads,” she says. “And we have some amazing champions at all levels of the organization who embrace and live inclusion day to day.”

Enbridge has also set goals for diverse representation in its workforce. “We’ve made public some targets for hiring under-represented groups, including women and people with disabilities,” says Bezaire. “And we have robust talent acquisition support to ensure our leaders are provided with resources to remove bias from our hiring practices.”

That includes checks and balances and training to ensure unconscious biases are addressed and all applicants have equitable access to opportunities at Enbridge.

“We’re building those DEI questions and considerations into the selection process,” Bezaire says. “We’re asking ourselves if we have the right representation here and are not just ticking boxes. It’s just ensuring that we’re approaching these processes from a more equitable and inclusive perspective.”

This article appeared in the magazine announcing this year's Canada’s Best Diversity Employers winners, published March 5, 2024 in The Globe and Mail. This article was prepared with the financial support of the employer, which reviewed but did not write its contents.