PG&E Corporate Responsibility and Sustainability Report 2021

COVID-19 Response

Career Pathways

To keep up with the rapid transformation of the energy industry, PG&E is focused on developing a workforce with the skills and expertise to operate our business safely while also meeting the needs of our customers.

Our Approach

Two PG&E employees digging a hole We take a multi-pronged approach to developing our talent within PG&E. Through our talent identification efforts, robust training offerings at PG&E Academy, and targeted efforts at building workforce pipelines such as PowerPathway, PG&E remains poised to have the talent needed to meet the needs of our business.

We provide our coworkers a range of technical training on the knowledge and skills required 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 coworkers are qualified to perform their assigned tasks over the duration of their careers, PG&E offers a range of skill refresher and coworker development courses.

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

2020 Milestones

In 2020, notable accomplishments included:

  • Graduated our 10th PowerPathway class: We continued to partner with local workforce development organizations to develop local diverse talent invested in our communities. In 2020, we held programs for both our gas and electric teams—incorporating COVID-19 protocols—and renewed a partnership with Swords to Plowshares, a local organization that supports veterans. In 2021, we’ll hold programs in San Jose, Oakland and San Francisco.
  • Continued our internship program and adapted to COVID-19 safety requirements: Our internship program transitioned to a remote model and successfully brought on 44 interns in various lines of business. Interns worked from home and traveled when necessary to job sites. To promote diversity, we actively partner with our Engineering Network Groups and external partners such as the National Society of Black Engineers, Society of Hispanic Engineers, and Society of Women Engineers in our recruiting efforts.
  • Skill Development Partnership with Cal Poly: As part of the decommissioning of our Diablo Canyon Power Plant, we have partnered with California Polytechnic State University on a one-of-a-kind collaboration focused on upskilling plant coworkers for future careers. This program is part of the over $11 million that was approved by the CPUC for retraining of coworkers in advance of the plant’s closure in 2025.
  • Cultivated leadership among coworkers through leadership development programs: PG&E delivers award-winning leadership development programs that work to maximize coworker and leader effectiveness through innovative development opportunities targeted to all levels within PG&E. Courses such as New to Leadership at PG&E, Safety Leadership, and Leading the Energy Network of Tomorrow prepare leaders for the challenges they face in the ever-changing utility industry. Key milestones included:
    • Delivered over 7,200 professional development student training days.
    • Converted all instructor led in-class programs to a virtual teaching platform in response to COVID-19.
    • Earned recognition for Leading the Energy Network of Tomorrow training program: Brandon Hall Group Gold Medal—Best Advance in Leadership Development and Brandon Hall Group Bronze Medal—Best Unique or Innovative Leadership Development Program

Measuring Progress

We work to hire from within our own ranks whenever possible, with an overall goal to provide opportunities for our coworkers to develop their skills. In 2020, 46% of our employees were either promoted or moved into new roles, and 2,458 new employees joined PG&E.

As part of our continuing commitment to our coworkers, we delivered more than 540,000 hours of technical, leadership and coworker training in 2020. This includes more than 52,000 hours of training delivered via our on-site Virtual Learning courses, which help us extend learning and training opportunities to our coworkers where they work. These virtual courses allowed coworkers to continue training in a remote setting in 2020.

To measure success, coworkers who participate 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 coworker is required to pass an assessment that covers both knowledge and skills gained.

At PG&E Academy, our in-house organization charged with enhancing coworkers’ skills and qualifications, we introduced a new five-point scale survey in 2014, asking coworkers to rate their ability to use training on the job. In 2020, training effectiveness was 4.61, exceeding our goal.

Training Effectiveness
2016 2017 2018 2019 2020
Goal 4.45 4.52 4.52 4.28 4.45
Result 4.48 4.52 4.63 4.57 4.61

Year over year, we also strive to increase the number of PowerPathway programs offered in our service area. PowerPathway’s utility industry hire rate is 83%, with 48% being veterans, and 69% being minority or women graduates. Of those hired into PG&E since its inception, 69% are minorities, 44% are veterans and 10% are women graduates.