Cheniere powers the world, but our company is powered by our people. We work hard to attract, retain, develop and reward the best team. We are committed to providing a working environment that offers equal opportunities, competitive terms of employment and high-quality training and development opportunities.
Attracting, retaining, developing and rewarding talent
- Our responsibility
- Team
- Attracting, retaining, developing and rewarding talent
Employee benefits
We offer a competitive compensation package — including salary, bonus and long-term incentive plans — and comprehensive benefits such as medical, dental and vision coverage; life insurance; disability programs; generous well-being and paid time off programs; transportation subsidies; and a 401(k) plan.
All regular Cheniere employees are eligible to participate in our annual equity program, which rewards employees’ contributions to the long-term performance of the company and creates an opportunity for employees to be owners.
Along with statutory benefits in place to support families during life events, Cheniere extends additional leave options to aid employees and their families. While balances vary by country, employees in the U.S. receive 6 days of sick time per year and between 3-5 weeks of vacation per year. Additional benefits include adoption, maternity and paternity leave, and in most cases a portion of the leave is paid. Our U.S. programs provide for up to 12 weeks of paid maternity leave when including pay under short-term disability, and 4 weeks of paid leave for nonbirth parents, including adoption. Additional paid leave time is available for military caregivers and covered active-duty service members. Bereavement leave is provided when needed by an employee and their families. Cheniere also provides employees with informational resources regarding child care and elder care through the company’s Employee Assistance Program. Additionally, employees at our sites work various compressed schedules (e.g., 4/10s).
Through our wellness programs, we offer health incentives to help employees maintain an active lifestyle and set personal wellness goals, including subsidized health club memberships. Every year we review our benefit offerings against the changing landscape to ensure we provide everything needed to attract and retain a productive workforce, and for 2023 our focus is on family-forming benefits for all employees.
Employee development
We apply the 70:20:10 model for overall employee development: 70% of learning through experience, 20% through working with others and 10% from formal learning modules. In 2022, 26 front-line leaders graduated from our cohort-driven Foundations Leadership Development Program. Additionally, 48 executives and 87 total leaders completed Prosci Change Management Sponsor training in our pursuit of building internal change capabilities.
Cheniere’s Training Governance Committee reviews and prioritizes training across the organization. Employees have the opportunity to input short- and long-term career goals into their Individual Development Plans and are strongly encouraged to do so. These plans inform decisions around succession planning and help address development gaps and plan development activities to mitigate future talent gaps and needs. Training plans exist for employees and include both technical and nontechnical objectives as appropriate, which are fed by the development plans. For site operators, their development is tied to progression plans that are designed to meet regulatory and process training requirements. Training for these individuals ties to their progression plans and supports their mastery of the various qualifications. These plans address the technical and regulatory needs of the sites and become part of the annual training curricula. Given the specific skill set that LNG requires, we have to be deliberate in strategically developing our talent. In 2022, Cheniere employees completed more than 166,700 hours of technical, employee development and compliance training. Cheniere’s training team is in the process of implementing new technology that will allow more granular disclosures with regard to training data.
Our summer internship program employed 53 students, 49% of whom identified as women and 47% of whom identified as racially or ethnically diverse. We enhanced our partnership with the Thurgood Marshall College Fund and more deeply connected with Historically Black Colleges and Universities and Hispanic-Serving Institutions through our Campus Ambassador program and participation in a variety of on-campus student events.
Employee engagement
We seek to engage employees on an ongoing basis through regular engagement surveys and other platforms to enable employees to express ideas and voice concerns. We conduct anonymous engagement surveys to better understand our employees’ connection with Cheniere and their work, and to identify opportunities for improving employee engagement and satisfaction. We host lunch-and-learns, town halls and other in-person or virtual engagement sessions to engage employees and provide a forum for transparent conversation. Additionally, Cheniere’s Cultural Champions — employee-driven action teams at our Houston, Corpus Christi and Sabine Pass locations — work to support our culture of inclusion, collaboration and continuous improvement.
We promote an environment of open and honest communication and an open-door culture. We encourage employees to approach their managers, Human Resources team members and/or the Compliance and Ethics team at any time to discuss concerns or share ideas.