Strengthening Our Commitment

To track our progress and promote continuous improvement, PG&E established a set of formal public safety metrics in 2012.

We have taken many steps to align our processes and policies to support PG&E’s safety commitment. This includes a governance structure to help drive continuous improvement, and setting expectations with PG&E leaders to foster a safety-first culture.

To spearhead the implementation of a comprehensive safety strategy, we have designated a lead safety officer who chairs an Executive Safety Steering Committee, consisting of officers from across PG&E’s lines of business. Additionally, the Chairman, CEO and President of PG&E Corporation leads a Chairman’s Safety Review Committee, which regularly reviews serious incidents in order to evaluate lessons learned, gain a better understanding of how to prevent recurrences and focus on the strategies being incorporated into our lines of business to change the way we think about and experience safety. The committee involves leadership from the IBEW and ESC labor unions, as well as senior officers from the lines of business.

In addition, we hold quarterly health and safety meetings with the IBEW labor union and safety discussions at ongoing labor-management meetings with the IBEW and ESC. We also partner with our unions on technical training courses and a grassroots safety program.

We have increased communication and training at all levels of our workforce, including launching Safety Leadership Workshops to align leaders around PG&E’s safety strategy and to equip them with the tools they need to support their teams in building a safety-first climate.

To track our progress and promote continuous improvement, PG&E for the first time established a set of formal public safety metrics in 2012—building on existing measures of employee safety. We have also taken industry-leading steps to link compensation to safety performance. Safety performance measures determine 40 percent of management employees’ annual at-risk performance-based pay, making safety the single largest driver for annual at-risk performance-based pay. Financial performance and customer service represent the rest of the total.

In addition, as part of their individual annual goal setting, PG&E leaders at all levels established behavior-based safety goals in 2013 to reinforce our safety climate. Examples include leading safety meetings, conducting crew observations, participating in safety training and recognition events and engaging grassroots teams.

Together with our continued benchmarking to evaluate and improve the effectiveness of our safety programs, all of these steps are helping to accelerate our work toward eliminating serious safety incidents and fostering a climate of actively caring and being responsible for each other’s safety.