Communication andEngagement
DolphinEnergy implements an extensive employee engagement
strategy, ensuring that the company keeps clear andopen channels of
communicationwith all employees. DolphinEnergy conductsmeetings
with employees on a regular basis todiscuss issues of importance
to them. Inboth theUAE andQatar, staffmeetings takeplacewith
theGeneral Managers and seniormanagement, where employees
are encouraged to voice opinions andmake suggestions to improve
theworkplace and efficiency of the organization. Thesemeetings are
supplemented annually by a staffmeetingwith theCEO.
To evaluate the level of satisfaction among employees, DolphinEnergy
conducts bi-annual employee satisfaction surveys. Three of the
highest priority areas identified in themost recent survey in2008were:
recognition, compensation and career opportunities. In response, the
company prepared an actionplan to improve theperformance and
resolve the issues raisedby its employees in the survey in a systematic
manner. Employee satisfaction improved from 72%, in2008, to 73%
in2010. Formore information, refer to the ‘2010Engagement Survey
Summary’ article.
2010EngagementSurvey
ConcludesDolphinEnergy isa
TopTenOil &GasFirm
As part of DolphinEnergy’s
commitment to continuous
improvement, the company
contractedAonHewitt, a global
HumanResources consultancy,
tomeasure the engagement of
Dolphin’s employees. A score of
73%placed the company firmly
in the top tenparticipatingoil and
gas firmsworldwide aswell in
AonHewitt’s global range of Best
Employers. AonHewitt reports that
their global research “provides
compelling evidence of the link
between higher engagement ratings
and stronger business performance”.
The response rate for the 2010
surveywas a healthy 68%, with 816
employees participating.
The 2010 survey, whichwas
completed inDecember, was
Dolphin’s second such survey
(the first surveywas administered
during 2008). The 2010 showed
impressive gains in areas identified
for improvement in the 2008 survey,
especially EmployeeBenefits and
Compensation. Theperformance
gains are attributed to theDolphin
Equity initiative in 2010, which
played a key role in this improvement
(See the ‘EmployeeBenefits and
Compensation’ article formore
information).
Seniormanagement, both in theUAE
andQatar, havemet anddeveloped
preliminary actionplans for further
improvement to engagement.
Once complete, theseplanswill be
combined to form anoverall Dolphin
Energy actionplan.More information
will be available later, including focus
areas for improvement
and timelines.
