PG&E Corporate Responsibility and Sustainability Report 2018

Northern California Wildfires

Safety Culture

At PG&E, nothing is more important than safety. We strive to empower employees and contractors to speak up if they see a potential safety or compliance risk at any point during a task or job. Encouraging our employees to be an active part of managing all forms of risk helps us enhance our operations, which ensures the safety of the public and our employee and contractor workforce.

While we’ve made significant, measurable progress, we recognize that our work on safety is never done. Our commitment is to continually instill and embed a culture of transparency and integrity, where safety is never compromised.

Occupational Health and Safety Plan

PG&E is committed to strengthening our safety culture and improving safety performance consistent with our new Mission, Vision and Culture framework.

Our Occupational Health and Safety Plan is focused on employee safety and health, contractor safety and motor vehicle safety, within an integrated safety management system. This plan is a comprehensive blueprint for improving occupational safety and health over the next five years. The plan is an action-oriented strategy that features eight primary components, reflecting all of our safety and health initiatives:

  • Serious injuries and fatalities prevention
  • Safety leadership development
  • Sprains and strains
  • Health and wellness
  • Injury management
  • Motor vehicle safety
  • Contractor safety
  • Safety Management System

Safety Governance and Leadership

The PG&E Corporation and Pacific Gas and Electric Company Boards of Directors are responsible for oversight of safety. Specifically, the Safety and Nuclear Oversight (SNO) Committees of the PG&E Corporation and Pacific Gas and Electric Company Boards are responsible for overseeing and reviewing policies, practices, goals, issues, risks and compliance relating to safety, including public and employee safety. This responsibility includes, among other things, overseeing goals, programs, policies and practices with respect to promoting a strong safety culture, and monitoring the impact of changes in laws and regulations affecting safety. The SNO Committees also monitor and review the adequacy and direction of the corporate safety function.

In addition, the Compensation Committee of the PG&E Corporation Board of Directors, with advice from the SNO Committees, selects appropriate safety metrics for inclusion in PG&E’s executive compensation program and plans, and may adjust individual award amounts to reflect, among other things, safety performance. The Compliance and Public Policy Committee of the PG&E Corporation Board of Directors reviews compliance with safety requirements as part of its general oversight of compliance. The Finance Committee of the PG&E Corporation Board of Directors, as part of its responsibility for reviewing proposed major capital projects, reviews capital projects and programs with safety implications, such as projects and programs to enhance public and employee safety.

Within management, all officers, including the PG&E Corporation CEO and President and the Pacific Gas and Electric Company President and Chief Operating Officer (COO), are responsible for safety and the instillation of safety culture. More specifically, Pacific Gas and Electric Company’s Vice President, Safety and Health and Chief Safety Officer (CSO) is responsible for the occupational health and safety of employees and contractors, and leads workplace safety efforts for our business. The CSO reports directly to the Pacific Gas and Electric Company President and COO, and also provides regular reports to the SNO Committees, which in turn serve as a direct channel of communication between the CSO and the full Boards. The CSO also may be asked to provide reports to the full Boards regarding safety matters.

The Safety and Health organization partners with the lines of business to develop and monitor the enterprise-wide safety program at PG&E Corporation and Pacific Gas and Electric Company, by helping guide safety process improvements; developing and deploying new initiatives, training, technology, incident investigation protocols, compliance programs and metrics; and conducting industry benchmarking to identify best safety practices.

The following management-level committees and teams are working to ingrain a new level of safety into our business:

  • Enterprise Safety Committee: Guides our safety strategy and assures continuous improvement in safety performance. The Committee meets regularly to review performance and address gaps and barriers to improvement. In addition to the PG&E Corporation CEO and President, members include Pacific Gas and Electric Company’s President and COO, additional senior PG&E officers, and leaders from the International Brotherhood of Electrical Workers and the Engineers and Scientists of California labor unions.
  • Safety Steering Committee: Ensures that strategies and programs are reviewed prior to discussion at the Enterprise Safety Committee and provides a forum for learning across lines of business, continuous improvement associated with the approved strategies, and overall enterprise safety execution.
  • Line of Business Safety Councils: Responsible for executing plans to reduce and eliminate exposure to potential safety incidents. The Councils are composed of management, union and grassroots team members. These efforts are supported by grassroots safety teams comprised of frontline employees who share ideas and partner to come up with effective solutions to reinforce a strong and proactive safety culture.

At PG&E, the primary responsibility for day-to-day oversight of public, employee and contractor safety lies within each line of business. This approach is strategic, practical and founded upon the best practice of the industry, recognizing that the hazards within each line of business may be different. We also believe that the people closest to the work know the most about the inherent risk associated with performing it. Encouraging our employees to speak up helps us to better understand and address those risks.

Key safety leadership development and employee engagement initiatives include:

  • Safety leadership development for upper management: Officers and directors attend a workshop that creates alignment around safety leadership principles, safety culture and the role they play in reinforcing a strong safety culture.
  • Safety leadership development for operational leaders: Superintendents through crew leaders attend a series of workshops that teach practical safety leadership skills related to high-hazard field operations.
  • Further integration within our hiring process: PG&E uses pre-hire tests for roles ranging from operating clerks to line workers and system operators to assess candidates’ predisposition to follow safe practices. We are also working to determine other jobs where this test may be used.
  • Safety Summits: At the beginning of the calendar year, teams across our service area hold meetings to share a series of consistent key safety themes and the Occupational Health and Safety Plan. These meetings reinforce the importance of safety in our daily work.
  • Strengthening job requirements for field safety specialists: All Corporate Field Safety Specialists go through a rigorous safety professional development program based on best-in-class standards.