What is our true Enbridge culture?
I was asked to become a Culture Ambassador a while back and, admittedly, was skeptical, I’ve never fully trusted HR initiatives that claim to gather grassroots input. A recent meeting has me genuinely reflecting on what our actual culture is at Enbridge, as opposed to the aspirational one we often describe. I’d be interested to hear others’ perspectives.
@1ec oh I can’t tell you about the new acquisitions….that’s a secret, that won’t be secret for much longer. As far as smaller acquisitions the only thing that comes to mind is the Phillips purchase to make gulf coast region in Texas.
" acquisitions that we’ve made in the last 8ish years…SPECTRA, Dominion, various smaller acquisitions and we are making several more soon. "
what small acquisitions ?
what new acquisitions?
@17h I didn’t make the comment that you are so upset about but I do feel compelled to respond. We’ve underwent a ton of layoffs. A lot of good people that should have been retained were removed. Some people who were removed needed to be. Some that stayed should have gone. These things happen for better or worse. Layoffs are an upsetting time. That being said we do have way more people than ever before and that’s because of the amount of acquisitions that we’ve made in the last 8ish years…SPECTRA, Dominion, various smaller acquisitions and we are making several more soon. So while I can certainly appreciate your emotion I can’t appreciate your inaccuracy.
To the mo--n that said we have the most employees since the 90`s. After 10 years of massive layoffs, what are you intaking? Enbridge is in its worst shape in the history of the company and its people like you that is continually destroying the company, injuring our employees, and hurting our communities. GO AWAY!!!
@OP there is no culture everyone kisses a-s and plays their own selfish games to gain more money by backstabbing others, the once you though are your friends !
@c9 / Pipeliner - many people think of Directors as being senior at Enbridge, but most Directors have fewer layers between themselves and the front line than they do between themselves and GEbel. A Director at Enbridge really isn’t that senior.
I wasn’t here for Marshall but I’m increasingly hearing from longer term employees that our Culture is shifting towards what they experienced in the time immediately preceding Marshall.
@wc the company has the most employees it has ever had (literally 4x from the 90s), not that it matters because all the stats were on per hours worked basis.
But it doesn't seem that critical thinking is your strong suit
LOL here we go with the bandwagon for company stats on safety LOL the company has way fewer employees doing way less work, virtually everything has been contracted out. When I go into the offices now a days they barley have anyone working in them Sure the NUMBERS may look better but it tells a different story.
I have seen so many spins on safety numbers over my time that I do not trust anything from leadership anymore. They will do anything to pad their wallets and stay in the club.
Like what others say enbridge has no integrity anymore.
I can tell you that incompetence is too good of a word to describe the contractors that Enbridge uses.
They go back to customers homes 2/3 times for the same issue that they initially miss. This leads me to believe that we have had lots of close calls.
In addition, the communication between contractors and customers is horrible. Customers are not told what's happening or what to expect. Contractors miss appointments by 6-12 hours routinely. The company knows all this information and does nothing about it. I also think they lie to the OEB about statistics.
OEB, if you are reading this, please do an indepth audit.
@ra read the sustainability report.
He-l, you can look at the 90s numbers.
1996 our lost time injuries per 200k hrs was 1.03.
2025 it is 0.54 (employees only) and 0.46 including contractors.
And I guarantee injury reporting was far more discouraged in 1996
To anyone claiming that Enbridge does not compromise on safety: where are you seeing that?
From my experience, safety standards have declined significantly. Rules, permits, and safety procedures do not appear to receive the attention they once did, and employee well-being often feels like an afterthought.
I remember Glen B. sharing an Enbridge newsletter from the 1990s that highlighted the company's LTI performance compared to what we achieved in the 2000s. Those were the days when strong leadership drove a genuine safety-first culture. Unfortunately, much of that culture seems to have been lost, along with many talented employees who played a key role in creating it.
@md by every metric it is true corporately
If you ask any person who works on maintenance/safety side they'll say they don't get enough money but nothing bears that out in reality
Enbridge Culture.
“Profits before People - Dollars First!”
Simply put.
@k6
Not true in my next of the woods. The all mighty dollar reigns supreme.
It's funny that anyone thinks enbridge sacrifices safety at the expense of shareholders.
Enbridge has safety scores far better than the industry... Largely because of how much it spends on safety which makes it far less competitive on everything else.
@f9 I didn’t know about that, tell me more
Shady business practices like creating a subsidiary company which is 95% subcontractors to avoid paying unionized employees and sidestepping liability.
@eh
Man do I miss Pat!
Remember when having fun was a core value?, LOL!
@c3 Pat Daniel!
Values are a company tool to get to engage and do more than what you are supposed to. It’s also a tool to make you believe the company has a priority on your life. This isn’t the 60s,70s or 80s before the shareholder first culture took root of company bbqs and you bring your spouse and kids to hang out on the companies dime to show they care.
Those days are gone.
Culture is bullsh-t because companies at the root don’t care about employees anymore. It is what it is … stopped investing yourself in this nonsense. Treat the company the way they treat you … as a number. It’s a number on maximizing hours worked to payout and benefits. Stop buying into the career culture - it’s not your identity. The world has fooled you in a false idol of happiness if your invest in your career. It’s a one sided deal that only benefits shareholders whom care nothing of you.
Enbridge culture is all about creating the most middle management bloat of any company around. Hundreds of little kingdoms managed by yes men under threat of a-holes from Ontario. It’s the most bloated disconnected organization I’ve ever seen. How many layers of management between you and Greg do you have? 7,8,9,10?
Great post!
The culture is all about diluting accountability to the point that no one is accountable.
This is why we have RACI and RAPID with multiple D's. (Remember RAPID?, that great gift from Bain)
You want to improve the culture? Bring back PD. Those who know, know!
@a6 - very well put! Culture at Enbridge is the complete opposite of what they tout. “We say we want to be: empowered, high-performing, collaborative, innovative, willing to challenge the status quo, take measured risks and focus on outcomes.”…. We do none of this (unless a meeting getting forwarded to 20 people or needing 10 people to make a decisions because either no one knows what they’re doing or no one wants to take accountability, or both, is what you call “collaborative”).
The Enbridge culture is lack of knowledge, lack of accountability, lack of direction, lack of alignment, lack of follow through, lip service, pretty presentations with lots of buzzwords, Management musical chairs, and lack of ACTUAL leadership - all summed up into two words - TOTAL DYSFUNCTION!! That’s the culture I see.
I’m considered. “High Performer” - I used to have hope… I have zero hope for this company anymore.
Core Value is EPS - Earnings Per Share, and occasionally Everyone Please Smile.
Money over safety every day of the week.
Accountability to shareholders, not employees.
That's true Enbridge culture.
Oohh this is a topic near and dear to me.
There is a real gap between Enbridge’s aspirational culture and the culture people can actually experience.
We say we want to be: empowered, high-performing, collaborative, innovative, willing to challenge the status quo, take measured risks and focus on outcomes.
But too often we operate as: hierarchical, conservative, risk-averse and process-driven, where consensus, relationships and protecting the organization can matter more than speed, accountability and outcomes.
The people side of this is particularly illuminating. Our large, bureaucratic organization can regress into an “old boys’ club” mentality, where who you know, who you trust and who you like can carry more weight than the quality of the idea.
That creates a serious problem: minority views and constructive dissent become harder to surface. The organization is less capable of challenging its own assumptions and finding the best answer.
It also makes me question how we use our values.
Do our values actually guide difficult decisions, or do we make the decision first and then use the values to justify it afterward?
If our values are genuine, they should be visible in how difficult decisions are made, not simply cited to explain decisions that have already been made.
Values should guide the decision, not decorate the rationale.