It is our belief that a company’s long-term success is dependent on three things: having smart, dedicated people, having a strong culture and having a high-quality asset base. We have all three. Managing how we will continue to attract and retain smart, dedicated people and keep our culture strong is a critical part of our growth strategy.
Our purpose, promise and value statements not only drive our culture, they help employees understand the importance of working safely and the need to continually find new and better ways to develop our oil sands projects. We want everyone who works here to be proud of what they do. And we want them to be inspired by being part of a company that produces a product that drives the global economy, raises the standard of living around the world, improves quality of life and helps fuel world progress.
Safety is a key part of our culture because nothing is more important than the safety of our people. In addition to the company’s responsibility to create a safe workplace, we emphasize the personal responsibility all our workers have both for their own safety and that of their co-workers. Only by changing behaviours and keeping safety top of mind, will we reach our goal of having an incident-free workplace.
In 2013, we:
Our increased focus on workplace safety in 2013 saw our total recordable injury frequency (a measure that includes incidents requiring medical treatment) only improve slightly from 2012. We recognize we still have work to do, especially with our contractors. They have a huge presence on our project sites, and accounted for over 90 percent of the recordable injuries in 2013.
Having an injury-free worksite is possible. In 2013, there were no injuries at our Nisku Module Yard near Edmonton. This outdoor construction yard employs more than 300 people throughout the year. And the team at our Weyburn, Saskatchewan CO2 enhanced oil production project also reached a significant safety milestone this year. “It takes teamwork to achieve 20 years without an employee lost-time injury,” says Darcy Cretin, Superintendent, Saskatchewan Operations, where more than 85 people now work. “I’m very proud of the team and their continued commitment to working safely.”
Our voluntary turnover rate in 2013 was 3.3 percent, which was below industry average and among the lowest we have experienced at Cenovus.
While there are many factors that go into attracting and retaining top talent, having a competitive compensation package and valuing a job done well are key. We pay for performance. In 2013, we modified our Annual Performance Bonus Program, removing the team award component, so we could put more emphasis on corporate and individual performance.
Our compensation package also includes competitive flexible benefits, earned days off, company-paid pension contributions, vacation time based on life experience rather than the number of years at the company, and an annual allowance that can be used for expenses such as parking, transportation and fitness.
We recruit new staff from outside the company to fill skill gap requirements and meet our growth needs. However, we also place importance on developing our employees to enhance their skills, providing them with opportunities to take on different roles and helping them define what they want from their careers at Cenovus.
In 2013, we took the process one step further. We identified skill gaps and learning paths for various areas of our organization to help us understand what skills our employees have and what skills we need to develop or acquire as our company matures.
We also tested and piloted our newly created state-of-the-art virtual learning centre in 2013, which we launched in April, 2014. Called the Cenovus Learning Institute, it provides the tools, resources and support employees need to continually discover, learn and grow in their careers.
We foster a healthy organization through our health and wellness programs by:
In 2013 we approved a strategy for a proactive approach to wellness at Cenovus. We now have:
In our second year participating in the Global Corporate Challenge, Cenovus took a top prize by being named Canada’s most active organization. The Cenovus program is led by employee volunteers who enthusiastically keep their colleagues motivated to walk, run or bike. The challenge is embraced by employees across the company – from front-line workers to the Executive Team. In fact, 81 percent of participating employees exceeded the 10,000 steps per day benchmark, and as a result, took enough steps to circumnavigate the world 37 times.
"We're proud of all the employees who walked their socks off in the 2013 Global Corporate Challenge competition," says Jacqui McGillivray, Senior Vice-President & Chief People Officer at Cenovus. "It's an honour to be recognized as Canada’s most active organization and it certainly makes any blisters worth it."