PG&E Corporate Responsibility and Sustainability Report 2018

PG&E Chapter 11 Update

Career Pathways

The energy industry is changing at a rapid pace. To keep up with this transformation, PG&E is focused on attracting and developing a next-generation workforce with the skills and expertise to operate our business safely while also meeting the needs of our customers.

Our Approach

We cultivate emerging leaders within PG&E by providing best-in-class training and development pathways for employees to grow within the organization. Our goal is to continuously improve the quality of our training programs and hire from within our own ranks whenever possible. We also engage in active community outreach to identify and hire potential candidates for employment and provide leadership and employee development training once hired.

We provide employees a range of technical training on the knowledge and skills to perform their jobs safely using approved tools and work procedures. These courses help prepare our workforce as we integrate new technologies, systems and processes into our operations. Consistent with PG&E’s commitment to ensuring all employees are qualified to perform their assigned tasks over the duration of their careers, PG&E offers a range of skill refresher and employee development courses.

In addition, PG&E’s long-term strategic planning includes employee and leadership development, as well as succession planning, with a commitment to fill 75 percent of management vacancies in the positions of director-level and higher with internal candidates.

2018 Milestones

In 2018, notable accomplishments included:

  • Launched a new recruiting website. Attracting and hiring the right person for the job helps PG&E reach its goals of providing safe, reliable and clean energy to customers. PG&E launched a new career site, making it easier for candidates to explore job opportunities at PG&E and facilitating better candidate tracking and analytics.
  • Marked the 10-year anniversary of PowerPathway. Through this hands-on program, we trained two cohorts in the San Francisco Bay Area with 54 graduates and a student population that was 80 percent diverse. Nearly 75 percent of these graduates were hired by PG&E into full time or hiring hall positions, with 96 percent hired overall. The PG&E skilled trades training program is aimed at growing the talent pool for the next generation of gas and electric company workers and better reflecting the communities we serve.
  • Extended our Reach Every Employee (REE) safety program enterprise-wide and achieved 100 percent employee participation. REE involves having an open conversation with our teams about safety and a speak-up culture to encourage safe practices, continuous improvement and innovation.
  • Named one of the top 10 training organizations in the world by Training Magazine, a leading business publication for learning and development professionals. Our Gas Operations training program was also recognized as one of the magazine’s top five Outstanding Training Initiatives. Pacific Gas and Electric Company’s training program was only one of two energy companies—and the highest ranked—that made the list. Pacific Gas and Electric Company’s training program was only one of two energy companies that made the list.

We also continued to make strides toward our leadership and employee development goals through our apprentice line worker program, a comprehensive five-year initiative designed to develop the safest and most proficient line workers in the industry through a combination of field and classroom work.

Measuring Progress

By the end of 2018, more than 900 people—including nearly 500 veterans—had graduated from one of 39 PowerPathway programs. Approximately 80 percent of program graduates have gone on to find employment in the energy industry, with 55 percent hired by PG&E. Other program highlights include 54 program graduates in 2018 and 505 graduates hired by PG&E since 2008.

Additionally, as part of our continuing commitment to our employees, we delivered more than 620,000 hours of technical, leadership and employee training in 2018. This includes more than 14,600 hours of training delivered via our on-site Virtual Learning courses, which help us extend learning and training opportunities to our employees where they work.

To measure success, participating employees complete surveys and provide feedback on how much the training has increased their knowledge. For courses that teach technical skills or reinforce skills that involve high-consequence tasks, every employee is required to pass an assessment that covers both knowledge and skills gained.

At PG&E Academy, our in-house organization charged with enhancing employees’ skills and qualifications, we introduced a new five-point scale survey in 2014, asking employees to rate their ability to use training on the job. In 2018, training effectiveness was 4.63, exceeding our goal.

Training Effectiveness
2016 2017 2018
Goal 4.45 4.52 4.52
Result 4.48 4.52 4.63
  • At PG&E Academy, our in-house organization charged with enhancing employees’ skills and qualifications, we introduced a new five-point scale survey in 2014, asking employees to rate their ability to use training on the job.