As Canada’s oil and gas sector faces a period of low commodity prices and economic slowdown, we recognize our organization needs to respond quickly and resourcefully to achieve our sustainability objectives.
during the reporting year.
New short-term and long-term
incentive programs introduced.
Women’s Interest Network
launched to promote diversity.
We have always believed the support and strength of our employees are imperative to our success. Toward this, we have established strong employee programs and support for a wide range of labour pool development initiatives, including those designed to increase Aboriginal representation and diversity in our workforce. We feel this focus will also enhance attraction and retention rates, and build an organization of proud and motivated employees. As well, we prefer to hire from within the local Wood Buffalo region whenever possible.
Syncrude’s employee workforce was reduced by 270 people in 2015, reflecting a multi-year effort to steward the workforce down to a target of 4,900 through natural attrition. This target was achieved without any employee layoffs. We welcomed 75 new employees during the year, including 11 Aboriginal employees, bringing Aboriginal participation to a 10-year high of 9.4 per cent of the employee population. Aboriginal participation in leadership positions, at 6.1 per cent, also was the highest in 10 years. Local residents comprised 51 per cent of all new hires, down significantly from recent years, as many of the new hires are recent university graduates from outside the region.
Syncrude aims to maintain a direct relationship with our employees. In support of this objective, leaders and HR representatives build personal rapport with employees and create a positive and productive work environment through regular employee sensing. This direct interface enables increased organizational flexibility and cooperation toward common goals, as employees are free to discuss what is going well and not so well within their work teams and the broader workplace.
A training program for front-line leaders introduced in 2015 is helping them make business decisions that are aligned with Syncrude’s corporate values, policies, and business plans; it is also providing leaders with tools that allow them to better engage with their team members to resolve work-related issues and manage workforce performance in a manner that is fair, equitable and consistent across the organization. Feedback has been positive.
Employees are also engaged through a variety of interfaces, including company-wide channels such as videos, newsletters, bulletins and a dedicated employee website.
Syncrude introduced several changes to its compensation and retention programs in 2015 to help attract and keep high-quality employees.
A new short-term incentive program, available to all employees, provides an annual payout for achieving continuous improvement in several key corporate performance areas. A new long-term incentive program, available to all administrative, professional and technical personnel and qualified panel operators, is also designed to align monetary rewards with business results while incentivizing employee retention. It offers annual awards of phantom restricted share units that are paid out after three years. A separate retention program is provided to our occupational employees.
Syncrude’s housing support program, which offsets mortgage interest and rental accommodation costs, continued in 2015 with no changes. Our industry-leading defined benefit pension plan also is unchanged. It rewards employees for career-long service.
Syncrude’s Initial Professional Development Program (IPDP), welcomes new graduates working in a variety of different professional and technical disciplines. IPDP ensures they get the opportunities and training they need to grow and succeed at Syncrude. This typically includes two to three different development assignments and mentorship from more experienced professionals.
Participants spend three to four years in the program, which includes a rapid learning curve and progressive assumption of responsibilities. About 125 employees were active in the program in 2015, 25 of who emerged as fully qualified professionals.
The Syncrude Network Advisory Program (SNAP) hosts quarterly networking events for our co-op/ discipline students and employees who are recent graduates. Bringing them together with Syncrude leaders, managers and executives helps promote better understanding of working life and culture at Syncrude and also fosters valuable cross-functional interfaces.
Syncrude launched its Women’s Interest Network (WIN) in late 2015. It is creating a supportive environment for women in our workforce by offering mentorship, personal development, networking, community involvement activities and more. More than 300 employees have joined the network, including a number of male employees. The network aims to help members manage such challenges as single parenting, work-life balance, and serving in roles that are often dominated by the opposite gender.
Toward developing the next generation of employees and oil sands workers, Syncrude makes regular and significant investments in career training and exposure opportunities for young people. In 2015, this included support for:
|# under age 301||-||-||-||-||541|
|# age 30-501||-||-||-||-||2,817|
|# over 501||-||-||-||-||1,493|
|% under age 301||-||-||-||-||11%|
|% age 30-501||-||-||-||-||58%|
|% over 501||-||-||-||-||31%|
|Temporary and casual (#)||145||133||156||127||119|
|Trades and operators (#)||3,094||2,827||2,848||2,827||2,661|
|Administrative, professional and technical (#)||2,421||2,256||2,340||2,294||2,190|
|% employees covered by collective bargaining agreements||0||0||0||0||0|
|% under age 302||-||-||-||-||4.40|
|% age 30-502||-||-||-||-||61.3|
|% over 502||-||-||-||-||34.3|
|Total new employees||234||326||508||138||75|
|# under age 301||-||-||-||-||48|
|# age 30-501||-||-||-||-||23|
|# over 501||-||-||-||-||4|
|% under age 301||-||-||-||-||64|
|% age 30-501||-||-||-||-||31|
|% over 501||-||-||-||-||5|
|Trades and operators (#)||172||189||331||95||30|
|Administrative, professional and technical (#)||62||137||177||43||45|
|New hire acceptance rate (%)||89||94||82||91||94|
|Local hires (% of all new hires)||71||76||74||82||51|
|Job applications received (#)1||25,452||57,899||55,598||29,572||16,776|
|All employees, including retirements (%)||5.5||14.2||7.5||4.0||6.5|
|Employee initiated termination (% of total attrition)||2.6||7.4||4.7||2.0||36.3|
|# under age 301||-||-||-||-||44|
|# age 30-501||-||-||-||-||124|
|# over 501||-||-||-||-||158|
|% under age 301||-||-||-||-||13.5|
|% age 30-501||-||-||-||-||38|
|% over 501||-||-||-||-||48.5|
|Company initiated termination (% of total attrition)||0.9||0.8||0.7||0.9||20.5|
|Retirements (% of total attrition)||1.9||5.8||2.0||1.0||43.2|
|Aboriginal (% of total attrition)||5.6||10.4||8.2||6.0||7.5|
|Female (% of total attrition)||6.5||12.7||8.3||28.5||21.7|
|Trades and operators (%)||4.9||12.1||8.5||45.8||46.6|
|Administrative, professional and technical (%)||6.3||16.1||6.8||54.2||53.4|
|Number of employees||492||474||452||451||461|
|% of permanent Syncrude workforce||8.6||9.1||8.7||8.9||9.4|
|% of new hires||15.4||9.8||6.3||11.6||14.7|
|% of leaders2||5.5||6.0||6.2||5.8||6.1|
|Number of employees||950||958||988||958||909|
|% of permanent Syncrude workforce||18.6||18.8||19.0||18.7||18.7|
|% of new hires||19.2||27.0||22.2||20.3||42.7|
|% of leaders2||11.8||12.7||11.6||12.3||12.6|
|Thousand barrels of production per employee||19,174||20,628||18,785||18,391||18,682|
|Average employee service (in years)||9.6||9.5||9.0||8.9||10.7|
|# of hours in training per employee4||-||-||-||45.41||41.57|
|# of total hours of training related to aspects of human rights5||-||-||-||-||2,932|
|% of employees completed training related to aspects of human rights5||-||-||-||-||8|
|Ratio of standard entry level wage to minimum wage6||3.5||3.5||3.6||4.0||3.6|
|# of recognitions to employees7||6,415||5,081||6,519||5,457||3,838|
|Annual scholarships, bursaries and endowments ($)||940,415||1,033,200||971,964||814,329||749,045|
|Numbers of employee student scholarships||516||558||553||461||425|
|Number of tuition refunds to Syncrude employees||144||130||106||129||122|
|Male employees who started parental leave (#)8||-||-||-||16||19|
|Male employees who returned to work after parental leave (#)8||-||-||-||-||14|
|Male employees who returned to work after parental leave (%)8||-||-||-||-||88|
|Male employees who returned to work after parental leave ended who were still employed 12 months after return to work (#)8||-||-||-||-||13|
|Male employees who returned to work after parental leave ended who were still employed 12 months after return to work (%)8||-||-||-||-||93|
|Female employees who started parental leave (#)8||-||-||-||48||60|
|Female employees who returned to work after parental leave (#)8||-||-||-||-||40|
|Female employees who returned to work after parental leave (%)8||-||-||-||-||83|
|Female employees who returned to work after parental leave ended who were still employed 12 months after return to work (#)8||-||-||-||-||35|
|Female employees who returned to work after parental leave ended who were still employed 12 months after return to work (%)8||-||-||-||-||88|
|# of clients as % of Syncrude workforce||18.5||16.3||16.8||19.7||16.3|
|Anonymous reports of non-conformance9||14||11||18||18||11|
|Confirmed cases of non-conformance||0||0||1||1||0|