Engaging Stakeholders

Delivering safe, reliable and affordable gas and electric service is PG&E’s most fundamental business priority. To meet this objective, we understand the critical importance of engaging in a variety of ways with our many stakeholders—listening to them, learning from them, keeping them informed of our progress and problem-solving together for success.

Our Approach

As a utility serving nearly 16 million Californians across 70,000 square miles, PG&E has a diverse array of stakeholders. Our stakeholder engagement strategy grows out of PG&E’s strategic planning process, which centers on becoming a company that customers trust, like and want to do business with. We engage with stakeholders to achieve this objective.

Recognizing the diversity among our stakeholders, PG&E is focused on localizing our presence and strategies in the communities we are privileged to serve. This includes formally empowering our organization to work more effectively together at the local level and better incorporating local needs and concerns into our operating decisions.

Because PG&E is regulated by numerous federal, state, regional and local government agencies, we also engage through the regulatory process in numerous multi-stakeholder public processes convened by the California Public Utilities Commission, the Federal Energy Regulatory Commission, the Nuclear Regulatory Commission and other regulatory agencies.

We also participate in many issue- or stakeholder-specific engagements. Examples include participating in multi-party coalitions and working groups, such as the California Utilities Diversity Council, the California Environmental Dialogue, the Silicon Valley Leadership Group, and the California Renewable Energy Working Group.

Our stakeholder engagement efforts also include actively working with Ceres, a leading nonprofit that works with companies to address sustainability challenges. Since 2006, we have invited Ceres to facilitate an annual dialogue with a group of our stakeholders on steps we can take to improve our disclosure and performance and realize our goals. The discussion includes thought leaders from different stakeholder constituencies, such as labor union representatives, customers, investors, environmental and community groups, and suppliers.

As another example of our increased engagement with stakeholders, PG&E completed an assessment of “material” issues, which served as an opportunity for PG&E to better understand stakeholder perspectives and integrate them into our strategic planning.

The chart below highlights some of our recent engagement with stakeholder groups and how we are working to meet their expectations of PG&E.

Category Selected Examples of Groups Selected Channels of Engagement Recent Examples
Customers and Communities
Business and residential customers
  • 5.3 million electric accounts
  • 4.4 million natural gas accounts
  • A growing variety of channels, including mobile phones, email and web, and traditional media
  • Regular quantitative and qualitative customer studies
  • Customer data and insights
  • Open houses for the public on key projects
  • Business customer account representatives focused on customer energy solutions
  • Gas service representatives
  • Customer call centers, local offices and helplines
  • Financial assistance programs
  • Online tools to help customers understand and manage their energy use
  • Staff dedicated to engage in regular dialogue
  • We formed cross-functional local leadership teams as part of our ongoing effort to more effectively incorporate local needs and concerns into our operating decisions.
  • We regularly sought feedback and insights from customers through various surveys and other research that, in turn, help to drive our decision-making and our efforts to improve customer service.
  • We maintained an internal hotline that allows any employee to take action to make sure that PG&E addresses customers’ unresolved issues in a timely fashion.
Emergency first responders
  • Police, firefighters and emergency medical technicians
  • Public safety officials
  • Local public safety team to raise safety awareness, promote prevention and develop and test emergency response plans
  • Workshops for local emergency agencies
  • Practice drills and training with first responders
  • Meetings with local governments and agencies
  • Online access to critical PG&E infrastructure information for authorized first responders
  • We held workshops throughout our service area for local emergency agencies to increase coordination and planning in the event of a utility-related emergency.
  • We worked with emergency first responders, public safety organizations and local officials to launch task forces in several parts of our service area to raise awareness about the importance of calling 811 before doing any excavation work.
Non-governmental organizations
  • Environmental organizations
  • Community organizations
  • Economic development organizations
  • Participation in coalitions and networks
  • Meetings, conferences and community events
  • Active participation of officers and other employees on nonprofit boards
  • Support for local programs through community investments
  • Employee volunteers
  • Staff dedicated to engage in regular dialogue
  • We maintained a Community Advisory Council, which provides a forum for stakeholders to share feedback and engage in an ongoing dialogue with PG&E about issues of importance to them and the diverse communities they represent.
  • The Council includes local community organizations, businesses and workforce development groups.
Current, prospective and retired employees
  • Biennial employee engagement survey
  • Awards to recognize employee leadership on diversity, safety, volunteering and the environment
  • PG&E-wide mentoring program
  • Regular briefings, meetings and communications
  • Training and skills development
  • Active recruiting
  • Monthly newsletter sent to all retirees
  • We completed a comprehensive assessment of PG&E’s safety culture. Conducted by independent safety experts, the assessment included input from nearly 9,000 employees.
  • More than 4,300 employees, or about 20 percent of our workforce, participate in at least one Employee Resource Group.
Labor unions

Approximately two-thirds of our employees are covered by collective bargaining agreements with three labor unions:

  • IBEW, Local 1245
  • ESC/IFPTE, Local 20
  • SEIU, United Service Workers West
  • Labor and management joint learning sessions on key topics
  • Co-hosted sessions on the importance of employee and public safety
  • Labor and management joint engagement to simplify business processes
  • We worked with our unions in many important areas, such as enhancing technical training programs, fostering health and wellness, building career pathways and implementing numerous initiatives to promote a stronger culture of safety.
Business Community

As of December 31, 2013:

  • Approximately 80 percent of PG&E Corporation’s shares were held by institutional investors
  • The top 10 institutional investors owned approximately 50 percent of our stock
  • Quarterly earnings calls and press releases
  • One-on-one meetings and industry conferences
  • Required disclosures
  • Surveys from socially responsible investors
  • Regular discussions with top institutional investors regarding corporate governance
  • We hosted meetings for investors and analysts at our corporate headquarters.
  • We attended sell-side conferences or met with investors at their offices.
  • We contacted our top institutional investors to engage and discuss corporate governance matters of interest.
  • Diverse suppliers (women-, minority-, service-disabled-veteran and LGBT-owned businesses)
  • Local suppliers
  • Non-diverse prime suppliers
  • Annual Supplier Conference, which includes supplier awards
  • Supplier Diversity Program with specific spending targets
  • Supplier Sustainability Program
  • Technical Assistance Program, which provides education, scholarships and capacity-building initiatives to the diverse business community
  • Prime Supplier Program, which encourages diverse subcontracting and supplier-to-supplier mentoring relationships
  • Engagement with ethnic, LGBT and other chambers of commerce; women, service-disabled veteran and small business organizations; and other community-based groups to reach diverse suppliers
  • We worked with our prime suppliers to identify new opportunities to engage diverse suppliers.
  • We continued our involvement in the Electric Utility Industry Sustainable Supply Chain Alliance and surveyed our top suppliers on their environmental practices.
  • We continued to expand our technical assistance program through “Diverse Suppliers Are Safe,” an initiative focused on enhancing safety within the work environment.

Our Sustainability Journey





Economic Vitality