Winds of change
As Founder and Chief Executive Officer of Waschuk Pipe
Line Construction, William Waschuk has witnessed many
changes in the pipeline construction industry (Figure 3). The
company, which celebrates its 50
th
anniversary this year and
has constructed pipelines for every major pipeline operator
in Canada, has evolved in response to forces that some
contractors failed to recognise.
“As a company, we rely heavily upon having adequate
manpower, a workforce that is qualified and dedicated,
reliable equipment, and maintaining safe work practices,”
said Waschuk. “The way we make certain that all of these
components are maintained has shifted as the industry has
changed, especially with regard to manpower.”
In the early days, the prospect of working construction
for six months earning more than many in two years was
highly attractive. There was always more than enough
qualified pipeliners to fill positions. Today, it is a different
story. The pool of talent is diminishing more rapidly than it
is being replenished. This is due in part to natural attrition:
seasoned professionals who began working in the 1970s are
retiring, triggering what is known in the oil and gas industry
as ‘the big crew change’. What is more worrying is that
the quality of life experienced, especially by those in the
25 - 45 year range, does not mesh with family relationships
and commitments at home. The weeks – or months –
spent away from home is not appealing. The financial
compensation, though attractive, does not outweigh the toll
it takes on family life, and the ability to put down roots.
How has Waschuk responded to these challenges? It has
developed a company culture that views every employee as
a valuable member of the ‘family’. Attracting and retaining as
many good people as possible is critical, especially at peak
working times, when upwards of 1000 are required.
A key priority is to cultivate positive relationships with
employees so that they are dedicated, and report for duty
with the desire to do another impeccable job. “Our people
are our greatest asset. They are the ones who have delivered
one success after another, for 50 years,” according to
Waschuk. “They have brought us to where we are today, so
their job satisfaction is absolutely essential.”
Waschuk opened its doors in 1965 in Stettler, Alberta,
before moving to nearby Red Deer in 1982, and is run by
William Waschuk and his sons Kevin Waschuk, Vice President,
and Wesley Waschuk, President. Its roots in the region run
deep. Many began working for the company when they were in
high school, and many of the next generation have joined the
ranks, further strengthening an already solid employee base.
To attract and retain a mobile and competent workforce,
Waschuk has carefully established hiring practices to attract
experienced veterans and younger talent, who exhibit the
greatest promise to perform well and commit to a long-term
career. Incentives are highly effective in keeping employees
motivated and appreciated. These incentives come in many
forms: cash bonuses, prizes, plaques, travel and public
commendations. They are given to recognise performance,
suggestions for improving safety or reducing costs, and
service milestones.
Quality training and career path = dedicated,
motivated employees
In the long-term, Waschuk has found that offering a clearly
defined career path with quality training and set promotions
based on performance goes a long way in offering employees
a rich, satisfying career. The company invests in resources and
training, offering both classroom and hands-on onsite training
to ensure that employees are trained in the latest equipment
and safe working practices.
Figure 2.
During the past 50 years, Waschuk has constructed pipelines for
every major pipeline operator in Canada.
Figure 3.
William Waschuk, Founder and
Chief Executive Officer of Waschuk Pipe Line
Construction.
20
World Pipelines
/
JULY 2015
