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As well as the steps we have taken to mitigate the operational impact of the COVID-19 pandemic on our business, a key focus for us in 2020 has been on tackling the potential impact of the pandemic on our people.

Reduced manning at all of our offshore installations meant non safety-critical work was reprioritised, as attention turned to keeping our teams safe while keeping energy supplies flowing.

In March, our crews working at the Barrow Gas Terminals or offshore were identified as key workers, essential to keeping energy flowing for homes and business, while at the same time most of our office-based teams started working from home. It meant that employee wellbeing, already a central part of our culture, became more important than ever.

Work that was already in progress at the start of 2020 was accelerated as the coronavirus pandemic took hold, built around our three pillars of wellbeing – mental, physical and financial.

“We already had a growing focus on supporting our teams where we could in these areas,” said Susan Grayson, our Director of Diversity & Inclusion (D&I), Resourcing, Talent and Learning & Development.

We already had a growing focus on supporting our teams where we could in these areas
Susan Grayson
Director of Diversity & Inclusion (D&I), Resourcing, Talent and Learning & Development

“That focus only became more acute as many of our people started working from home – while it comes with many benefits, we wanted to help our teams guard against the risks of becoming isolated or reduced physical activity in lockdown.”

Susan added that support for Spirit teams’ mental wellbeing had also been driven by the dedicated D&I function and the Network, our employee-led organisation which advocates for inclusion across groups focused on areas like gender balance, developing professionals, ethnicity and working parents.

“Above everything else, ensuring our teams have felt as connected to each other as possible, even from far apart, has been a top priority for us in 2020,” she said.

Spirit Energy wants to continue to build on its offering, and via engagement surveys is seeking feedback from employees across its operations on what’s working well and what can be improved.