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        PG&E Corporate Responsibility and Sustainability Report 2018

        PG&E Chapter 11 Update

        Building the Workforce of the Future

        PG&E is dedicated to cultivating an environment where employees are empowered to speak up about safety and other important issues; offer ideas for how to make PG&E a better place to work, learn and grow in their careers; and connect with the communities where they live. We are committed to engaging with employees so that they understand and apply PG&E’s Mission, Vision and Culture to help better serve our customers.

        Our Approach

        To build employee engagement, we have both executive-level and employee-led initiatives and programs.

        • 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 that help us attract, develop and retain talent.
        • Other initiatives focus on safety, wellness and environmental leadership. 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.

        In addition, every year, we honor employees whose work 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.

        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.

        Finally, we drive engagement through employee volunteer and giving programs that support deserving local organizations.

        2018 Milestones

        Highlights from 2018 included the following:

        • Piloted upward feedback across PG&E, enabling employees to provide constructive feedback both to their direct supervisors and to leaders across their organization. This anonymous tool is part of PG&E’s speak-up culture and encourages our leaders to grow and develop from direct insights. After piloting in every line of business in 2018, upward feedback will be formalized across the enterprise in 2019.
        • Initiated quarterly performance conversations between employees and supervisors, to increase the frequency and effectiveness of feedback and coaching. These discussions also support and reinforce PG&E’s speak-up and safety culture.
        • Demonstrated our commitment to employee volunteerism, reaching nearly 79,000 volunteer hours. Though we fell short of our target, when multiplied by the California industry-standard value of $29.09 for a volunteer hour, this represents more than $2.29 million in equivalent labor.
        • Launched an employee app called PG&E Spotlight, a new communications channel that allows all employees to access PG&E news and information when and where it’s convenient for them, via their personal or PG&E-issued mobile device.
        • Implemented the final phase of our planned time-off benefits redesign for management, administrative and technical employees. This included an employer-funded voluntary short-term disability plan and paid family leave benefits that offer more convenient and affordable health and wellness offerings.

        Measuring Progress

        PG&E conducts a biennial survey of employee engagement, with the most recent survey conducted in 2018. The 2018 score was 68 percent, with 82 percent of employees participating in the survey. The 2018 score fell short of our target of 70, reflecting the broad challenges PG&E faces as an enterprise. Our next survey will be conducted in 2020.

        In 2018, we totaled 78,844 hours of employee volunteerism, which fell short of our goal. The decrease in 2018 can be attributed to a number of factors, primarily lower employee availability for volunteerism late in the year due to PG&E’s mobilization in response to the Camp Fire.

        Employee Survey Results
        Year Score Footnote 1
        2011 67%
        2012 71%
        2013 No survey
        2014 76%
        2015 No Survey
        2016 77%
        2017 No survey
        2018 68%
        • 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
        2018 91,000 78,844