At the plant (local level), ATCO Power is a good place to work. Pay and benefits are average, but tend to lag industry. Additional hours worked by salaried employees are not generally compensated or acknowledged. Staffing is lean and managing workload with family life is challenging.
Training is obsessively focused on policies and procedures and to meet legislative and regulatory requirements. You will spend hours of your time periodically renewing this training and managing paperwork associated with policies and procedures.
Employee development support is weak, so if you are not in an urban environment, you will have to rely on self-directed and distance learning. Creativity and innovation are generally not encouraged or rewarded.
At the local level, manager, supervisors and line personnel are generally good people to work with. Employee complement turns over about every five years; however, a significant number of employees have worked for ATCO for more than a decade.
There is a modest degree of autonomy at the local level; however, the corporate structure overall is hierarchical and top heavy and the culture conservative, risk averse and directive. Corporate management decisions often appear to be made largely without input from the local level and are usually reactive.
There is an intense focus on meeting budgets and annual earnings growth targets. Because of the management structure and culture, ATCO struggles to adapt to changing business and economic environments, and makes reactive business decisions. For this reason, ATCO may not be able to offer a stable employment environment as it transitions to the new business and economic reality.