Case study: Fluvius
- Customer since 2019
- Energy distribution
- 5794 employees
Fluvius, widely recognised as the Flemish grid company responsible for building, managing and maintaining the distribution networks for electricity, natural gas, sewage and heat, goes beyond its operational responsibilities. With over 5700 employees in Belgium, Fluvius takes pride in being an employer that prioritises the well-being of its people. Their Great Place To Work journey reflects this commitment. They spoke to us about their trajectory, the challenges they face as a large organisation and their forward-looking strategies for continued success.
"The ROI is in the dialogue that emerges at all levels within the organisation, regardless of our size."
Fluvius' journey
In 2018 and 2019, following a series of mergers and the establishment of a trust-based company culture, Fluvius embarked on its Great Place To Work journey. The pivotal “baseline survey” played a crucial role during the merger and integration phase, providing valuable insights into employees’ perspectives. Achieving an average score of 70%, the organisation obtained its first certification in 2020. Although the organisation wasn’t certified in the following two years, they attribute their initial success to employees’ gratitude during the pandemic. Now, with a score of 74%, Fluvius credits this improvement to sustainable interventions that continue to shape the workplace culture.
Fluvius chose Great Place To Work for its alignment with the organisation’s goals and cultural aspirations.
"The great thing about the Great Place To Work survey is that it prioritises employee voices from the start, approaching employee satisfaction positively and based on scientific research."
This comprehensive approach supports their commitment to fostering a culture of trust, essential during a merger and integration phase.
The challenges of a large organisation
For an organisation of Fluvius’ size, obtaining a recognition label based on employees’ feedback can seem daunting. However, they advocate that larger companies shouldn’t shy away from this challenge. Despite higher diversity rates, the survey results helped them to identify strengths and areas for improvement. One such strength is Fluvius’ commitment to work-life balance, offering flexible working hours for technical and field personnel and remote work options for white-collar employees. By addressing corporate initiatives and fostering specific actions and dialogues within management and teams, the organisation effectively meets diverse needs. Additionally, Fluvius’ CEO Frank Vanbrabant introduced the monthly “dinner with Frank”, a monthly gathering where around 10 employees share feedback and stories directly with the CEO.
These insights have reinforced the importance of mutual trust, unity, and a strong sense of belonging at Fluvius. From day one, employees are welcomed into an ‘us-story,’ contributing to a cohesive and inclusive workplace.
The ROI in non-certified years
Although earning certification undoubtedly gives a boost to the entire organisation, the company recognised from the outset that cultivating a cohesive “Fluvius-culture” would be a multi-year endeavour.
They committed to a five-year assessment to track their progress. Using the Great Place To Work platform, they gathered valuable feedback, enabling them to address strengths and potential concerns.
Fluvius embraces the concept of “shared leadership”, expecting everyone to actively shape their own GPTW experience. Shared leadership involves the active participation of all individuals in potential certification. It’s a collective responsibility, overseen at both corporate and team levels, and can only be accomplished by initiating conversations and attentively addressing employees’ specific needs and experiences.” Regardless of the outcome, they believe that the true return on investment lies in fostering dialogue at all organisational levels. Every opportunity for employees to candidly express their perceptions represents a valuable return on investment. Any resulting improvements or actions that bring them closer to the goal of satisfied employees are seen as positive returns. As long as the response rate remains high, valuable insights continue to be gained.
What after earning Great Place To Work certification
Earning Great Place To Work certification is not the end of Fluvius’ journey. They understand that there are always areas for improvement, even after earning certification, motivates the organisation to continue its journey. By giving executives access to the survey tool and by training them in interpreting the results, Fluvius empowers them to take ownership within their teams and this again embeds shared leadership in its culture.
The survey has become a strategic pillar, ensuring employee experience remains a top priority. As a next chapter in their journey, the company’s goal is to foster a Great Place To Work experience for all internal target groups, as they are striving for all of their +5.700 employees to think of Fluvius as a great place to work.
