PG&E Corporate Responsibility and Sustainability Report 2018

Northern California Wildfires

Building the Workforce of the Future

To build the workforce of the future, we are cultivating an environment where employees are empowered to speak up about safety and other important topics, have the opportunity to learn and grow in their careers, connect with the communities where they live and offer ideas about how to make PG&E a better place to work. In doing so, we aim to engage employees so that they are excited about their work, are confident in our future, and understand and apply PG&E’s Mission, Vision and Culture to help us better serve our customers.

Our Approach

Employee engagement continues to be a top priority for PG&E, as demonstrated by its inclusion in our executive guidance, the framework that guides PG&E’s planning for the next five years. To build employee engagement, we have both executive-level and grassroots-based initiatives and programs.

Engagement and Employee Feedback

Our executive-level People Committee drives PG&E-wide efforts to improve engagement and promote continuous improvement by reviewing and approving long-term recruitment and retention strategies and assessing the impact of people plans and programs. These programs help us attract, develop and retain talent. As the energy industry undergoes a transformation, our people strategies are critically important to help ensure PG&E has the right people for the right jobs at the right time and in the right organizational structure.

One of the committee’s areas of focus is quarterly pulse employee surveys that build on the biennial survey of employee engagement. The People Committee provides guidance on senior leadership’s role in addressing the survey results to drive continuous improvement and achieve our executive guidance of having first-quartile employee engagement results.

Collaborating with our Unions

Approximately 60 percent of PG&E employees are covered by collective bargaining agreements with three labor unions: the International Brotherhood of Electrical Workers (IBEW) Local 1245, the Engineers and Scientists of California/International Federation of Professional and Technical Engineers (ESC/IFPTE) Local 20, and the Service Employees International Union (SEIU) United Service Workers West. A negotiated labor agreement with each union establishes the working rules and other terms and conditions of employment.

These employees support areas critical to our business, including gas and electric operations, customer service, power generation, environmental and land services, telecommunications and shared services.

PG&E and the unions work closely together in many important areas, such as enhancing technical training programs, fostering health and wellness, building career pathways and implementing numerous initiatives to strengthen our safety culture.

Engaging at the Grassroots Level

Employee-led initiatives play an important role in engaging employees. These include grassroots initiatives focused on safety, wellness and environmental leadership, as well as ambassador teams that provide employees with engagement opportunities within their lines of business. Approximately 5,500 employees participate in our Employee Resource Groups (ERGs), each of which contributes to building an inclusive culture that ensures our employees’ voices are heard and valued.

Every year, we honor employees whose work at the grassroots level embodies our highest values—such as safety, diversity and inclusion, environmental leadership, and community service—in our annual Employee Champions Awards ceremony. The event also features the Margaret Mooney Award for Innovation, which recognizes individuals and teams who apply innovative solutions to their work.

Engaging in our Communities

We also drive engagement through employee volunteer and giving programs. Our volunteerism efforts continue to grow, in part because PG&E’s Better Together Giving Program, which supports deserving local organizations through community investments, prioritizes initiatives that offer opportunities for employees to volunteer. Our efforts are supported by local employee leadership teams that spearhead engagement opportunities in local communities.

PG&E also actively supports local nonprofit organizations by encouraging its senior leaders to serve on their boards. Among officers who have been with PG&E for more than a year, more than 90 percent serve on nonprofit boards such as the California Academy of Sciences, the American Red Cross, Habitat for Humanity and the San Francisco Chapter of the United Negro College Fund.

2017 Milestones

Highlights from 2017 included the following:

  • Rolled out the Corrective Action Program (CAP) across PG&E, enabling all employees and contractors to submit any item that improves the safe, efficient, reliable and compliant operation of our business. CAP is at the heart of PG&E’s speak-up culture and part of our ongoing focus around continuous improvement.
  • Established the Speak Up Award, which recognizes employees who have the courage to speak up about an issue or concern, resulting in a positive impact on PG&E’s culture. By highlighting these employees, we send a strong message that when you speak up, your courage is recognized and valued.
  • Showed our commitment to employee volunteerism with employees at every level contributing over 95,000 hours, significantly outperforming our goal of 91,000 hours. When multiplied by the California industry-standard value of $28.46 for a volunteer hour, this represents more than $2.7 million in equivalent labor.
  • Conducted quarterly pulse surveys of employee engagement, which provide leaders a timely measure of employee sentiment.
  • Launched updated, modern workspace designs that better enable the collaborative nature of work today. These new office spaces include open landscapes with ergonomic workstations, improved WiFi and other technology, and more flexible meeting spaces.
  • Implemented the second phase of our time-off benefits redesign for management, administrative and technical employees. Employees approved an employer-funded Voluntary Short-Term Disability plan and Paid Family Leave benefits that offer more convenient and affordable health and wellness offerings.
  • Created a new Executive Labor Relations Governance Committee to prioritize and approve all labor-related initiatives. By centralizing oversight of all labor initiatives, the committee provides leaders with better insights into our labor relations and helps PG&E interact more consistently and strategically with our union partners.

Measuring Progress

To help us measure our progress in building the workplace of the future, we use regular employee engagement surveys and a Compliance and Ethics helpline.

PG&E conducts a biennial survey of employee engagement, with the most recent survey conducted in 2016. The employee engagement score from our 2016 biennial survey was 77 percent—up from the 2014 score of 76—and more than 81 percent of employees participated in the survey. Overall, the 2016 survey showed improved scores in engagement, continuous improvement and workforce empowerment. Our next survey will be conducted in 2018.

CAP is at the heart of our speak-up culture, where employees use their expertise to promptly report near hits, equipment and safety issues, ineffective and inefficient work processes and procedures, and to provide suggestions for improvement. In 2017, employees submitted more than 37,000 suggestions, 96.5 percent of which were closed out on time. This exceeded our target of 96 percent.

In 2017, the total number of employee volunteer hours more than doubled from five years ago. For 2018, we set a goal of 91,000 hours from employee volunteers.

Employee Survey Results
Year Score Footnote 1
2011 67%
2012 71%
2013 No survey
2014 76%
2015 No Survey
2016 77%
2017 No survey
  • 1. Refers to the percentage of favorable responses to questions that measure employee engagement.1
Employee Volunteer Hours
Year Target Actual
2011 28,875 32,585
2012 34,215 41,792
2013 43,050 47,855
2014 50,000 75,000
2015 79,000 87,000
2016 90,000 96,800
2017 91,000 95,009

Looking Ahead

Led by our executive-level People Committee, PG&E will continue developing and implementing an enterprise-wide engagement strategy, in addition to strategic, comprehensive workforce planning initiatives.

PG&E will also collaborate closely with our unions, boost volunteerism and implement employee engagement action plans led by senior leaders so that we retain top talent, attract the best candidates and cultivate the workforce of tomorrow.