Enerplus

11 BUSINESS VIEW MAGAZINE VOLUME 10, ISSUE 8 ENERPLUS your accountabilities, deliverables and performance goals that you need to achieve, and we monitor based on those, and you work with your leader and your team to determine what’s an appropriate amount of time to work, so that’s unique. I don’t know of any other oil-and-gas companies that have that.” “We have a program that’s really about hybrid work,” she added. “Everyone was forced to work at home, who could, during the pandemic. We’ve really allowed this hybrid to continue in a more permanent way. We allow employees to work with their leaders and with their teams and work through where the optimum place for them to work. It’s not just about what I want, it’s about what works for the team, what works for delivering the accountability that I have. She was quick to highlight that the company has some people that only come into the office a few times a month, and then there are some people who come into the office every day. She argues that it ultimately boils down to individual preference, the work and the company’s team. “Again, a lot of our peers have mandated people back into the office or have mandated certain days that they need to be in the office, and we’ve taken an approach that we feel fits with our culture, with our environment and with our employee expectations, and we are seeing great results from our staff. And we’re definitely seeing it as a competitive advantage as we seek to attract talent for the organization.” Ramotowski also highlighted a program known as “Performance Every Day.” “This is really about giving real-time, ongoing performance feedback,” she said. “This isn’t just about leaders and their staff members. This is about employees and their leaders and their organization. This is about how we all know how we are